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Case Study: Kentucky Fried Chicken and the Global Fast-Food Industry

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Presentation on theme: "Case Study: Kentucky Fried Chicken and the Global Fast-Food Industry"— Presentation transcript:

1 Case Study: Kentucky Fried Chicken and the Global Fast-Food Industry
Presented by: Wajiha Khan Fouzia Arshad

2 KFC Presentation Roadmap
Brief History About the Company. Merger and Acquisitions PepsiCo Takeover The Industry Overview and Performance Highlights. Internal Analysis. Current Corporate Strategy SWOT Analysis Elaborated Marketing Strategy Elaborated Strategic Management and Leadership Future Strategy Layout Strategic Vision and Mission Statement Marketing Strategy HR and Franchisees Strategy Monitoring and Evaluation of the Strategy

3 KFC Evolution Video

4 Origin of KFC The restaurant in North Corbin, The first Kfc restaurant situated in Kentucky where Colonel Sanders south salt lake, Utah and since its developed Kentucky Fried Chicken. replaced by a new Kfc.

5 History of KFC In 1952, Harland Sanders began his travel around the United States to find prospects franchisees for its Unique Chicken Recipe. By 1960, Colonel Sanders had granted KFC franchises to more than 200 take home retail outlets and restaurants across United States In the year 1963, KFC franchises touch the mark of 300 with the revenue of $500 million. On Sander’s 74 birthday he was eager to lessen down the load of his business, so he sold his business to two louisville businessman Jack Messey and John Young brown Jr. for $2 million. By the late 1960s KFC turned its attention to the Global Markets and joined hands with Mitsuoishi Shoji Kaisha, ltd that enabled them operation in England and Japan

6 R.J. Reynolds Industries, Inc.
The takeovers of Heublein, Inc. and R.J. Reynolds Industries, Inc. In 1971, Heublein were in negotiations with the KFC Heublein was in the business of Producing vodka, mixed cocktails and other alcoholic beverages Conflicts started between the managements By 1977, new restaurant opening was lowered to 20, remodeling of restaurants started as the services standards fell drastically. This strategy enabled KFC to gain better control of the existing franchises and then expand. Heublein, Inc. In 1982, R.J Reynolds Industries acquired Heublein This acquisition for a part of their corporate strategy of diversification. R.J Reynolds believed the KFC management were well versed to manage this business hence they had no interferences, which avoided various operating problems of KFC In 1985, RJR acquired Nabisco Corporation and sold KFC to Pepsi Co one year later R.J. Reynolds Industries, Inc.

7 KFC Commercial

8 KFC Product Line Burgers: Zinger Burger Colonel’s Chicken Burger
Colonel’s Fillet Burger SUB60 Zinger Jr. Chicken: 1 piece 2 pieces 5 pieces 10 pieces

9 Continued…. Combos: Chicken Meals Sandwich Meals Family Meals
Desserts & Beverages: Fruit Salad Regular & Large Drink Regular & Large Mineral Water Tea Scoop of Walls Ice cream Coffee

10 Continued… Snacks & Side Orders: 5 & 20 Pieces Nuggets Arabian Rice
5 & 10 Pieces Hot wings Dinner Roll Regular & Large Fries Hot Shots Corn on the Cob Hot & Crispy Soup Cole Slaw

11 Pepsi Co Profile Pepsi Co, Inc was formed in 1965 with a merger of Pepsi Co. and Frito-lays, Inc. Business lines Soft drinks Pepsi Cola Diet Pepsi Mountain Dew Snacks Lays Potato Chips Doritos tortilla Tostitos tortilla chips Ruffles Potato Chips

12 Corporate Strategy The groups Acquired major businesses such as North American Van Lines, Wilson Sporting goods, and Lee Way Motor Freight. However it lacked management skills to operate these businesses. In 1984, Don Kendall the Chairman and CEO of PepsiCo restructured the business and got rid of the consumer product orientation and PepsiCo was divide into 3 divisions: Soft drinks Snack foods, and Restaurants

13 Restaurant Business and Acquisition of KFC
Why did PepsiCo entered the Restaurant Industry? Because, Same Patterns of Marketing Additional venue for the Sale of the Pepsi Co brands (Soft drinks) Management Skills could be transferred and will be compatible in these business. So the acquisition initiated, 1977: Pizza Hut 1978: Taco Bell 1986: KFC This acquisition gave them the leading market share in all the segments.

14 Human Resource Restructuring
It was a collision between two different cultures. PepsiCo: Performance Oriented KFC: Laidback and Loyalist Harsh Comments were exchanged between the managements. Two massive downsizings. Immense Pressure on KFC management and employees

15 Poor Relations with the Franchisees
In 1989, John Cranor was appointed the President and CEO of KFC. John Cranor in the same year addressed the Franchisees to explain the details of new franchising contract. These were: PepsiCo can takeover the weak franchises Relocate Restaurants Existing KFC outlets will not be protected against competition from new outlets. PepsiCo will have a right to increase royalty fees

16 Continued… This address of the Cranor backfired and resulted in the Protest of the franchisees. However in 1996, the most object able parts were removed by KFCs new president David Novak. A new contract was ratified by KFCs Franchisees in 1997.

17 PepsiCo Divestiture Between 1990 and 1996, PepsiCo sale grew by 10% surpassing $31 billion. However troubles were faced in the fast food segment where the margin reduced from 8% to 4% in 1996. As a result, PepsiCo food division absorbed half of the company’s capital spending and generated one-third of the cash flows, declining its ROA and stock price as compared to competitor Coca Cola. In 1997 PepsiCo decided to forward its restaurant business to a new company called Tricon Global Restaurant.

18 Continued.. PepsiCo’s objective was to reposition itself as a soft drink and snack brand. Later PepsiCo acquired Tropicana Products. By the divestiture of Pizza Hut, KFC and Taco Bell sales fell down by $11.3 billion and asset fell by $7 billion. However the operating margin rose from 11 to 14% in 1999 and ROA from 11 to 16 % in 1999

19 Video on Fast Food Industry

20 Fast Food Industry According to National Restaurant Association, food service sales increased by 5.4% to $358 billion in 1999. More than 800,000 restaurants and 11 million people employed. The industry comprises of 8 major segments with Mc Donald being the top performer with sales of $19 billion in 1999.

21 Chicken Industry KFC is the market leader in the Chicken Industry with the Market Share of 55.2% and sales of $ 4.4 billion in 1999. However it has witnessed a decline of 15% in the last 10 years. The competitors like Chick-Fil-A and Boston market increased combined market share by 17%. It was assumed that KFC will face competition from Boston Market but the company filed bankruptcy due to mounted debt problem.

22 KFC Future Strategies Drive aggressive international expansion and build strong brands everywhere Dramatically improve U.S. brand positions, consistency and returns Drive industry-leading, long-term shareholder and franchisee value

23 Continued… Particulars Growth Rate Sales (in million) KFC 4% Popeyes
10% Boston Market 16% Number of US Restaurant 1% 6% 11% Sales Per unit 3% 5%

24 Kentucky Fried Chicken Corporation Current Strategies
Marketing Strategy In 1990, they focused on three types of Chicken: Fried, Extra Crispy, and Tender Roast. Launch of Buffet Launch of Crispy Strips and Chicken Sandwich Drive through and delivery points at nearby locations Introduction of “2 in 1” and “3 in 1” restaurants

25 International Operations
By year 2000, more than 50% of the KFCs restaurants were located outside USA. These restaurants were mostly owned by the country’s local entrepreneur who possess better understanding of the market. Of 5,595 KFC restaurants 69% were franchised 21% were company owned and 10% joint ventures. In larger markets such as China, Mexico, UK, Thailand Australia and Canada more emphasis was laid on company owned restaurants.

26 Latin America Market KFC operated 438 restaurants in Latin America in Its established subsidiaries in Mexico, Puerto Rico in 1960s and launched company owned franchises. Franchises were also allocated to local entrepreneurs and further subsidiaries were formed in Venezuela, Virgin Island and Brazil. However the operation from Brazil Shut down. But still KFC is the market leader in the Latin America Region and enjoys the first mover advantage.

27 Risk Assessment in Latin America
NAFTA had eliminated tariffs on goods shipped between Canada, Mexico and US. Many countries such as Chile, Argentina, Paraguay, Uruguay and Brazil had also established free trade policies. That’s made Latin America an attractive place for investors. In 1992, researcher Kent D. Miller developed a framework for analyzing country’s risk and attractiveness of a country for future investment. He argued that firms must examine country, industry and firm factors in order to fully assess country risk. Many US companies believed that Mexico was an attractive country for investment . Its population was more than one-third as large as the US and represented a large market for us goods and services.

28 Continued… However, the volume of trade between the US and Mexico has increased significantly since the NAFTA went into effect in 1994. One year after NAFTA went into effect Mexico posted its first balance of trade surplus in six years

29 Risk and Opportunity KFC face variety of risk and opportunities in Mexico. It had eliminated all of its franchises in Mexico and operated only company owned restaurants that enable it to better control over quality, service and restaurants cleanliness. But company owned franchises required more capital than franchises did. MacDonald's was growing its restaurants base rapidly and was beating KFC in terms of sale. Even Wendy's had also announced plans to open 100 restaurants in Mexico by 2010. Habib’s , brazil 2nd largest fast food chain. Habib’s served traditional eastern dishes at prices below KFC and MacDonald's. It planned to open 400 units in Mexico by 2005

30 KFC Strategy in Mexico KFC wanted to sustain its leadership position in Mexico and the Caribbean. Second strategy was to invest more capital in these large markets to challenge existing competitors. Another strategy was to focus on building a franchise base through out the Latin America

31 SWOT Analysis Strengths Market leader in the Category
Outreach in 85 countries Stable parent company Good and Consistent taste Pioneer Brand Image

32 SWOT Analysis Weakness Limited Product line.
History of acquisition and transformations which limited their growth. Human Resource weaknesses Past Strategy Failure Unhealthy segment of Fried Chicken Cannibalization of the Products

33 SWOT Analysis Opportunities Extend Product line.
Acquire small chicken companies of the segment. Move towards developing and untapped countries. Grilled Chicken, Roasted Chicken, and Bar-b-q chicken segment

34 SWOT Analysis Threats Increasing Growth of the Competitor
Sandwich market introducing me 2 products such as Mc Chicken and Crispy Chicken Burger.

35 KFC Controversies Kentucky Fried Cruelty KFC supporting Racism

36 New Strategy Formulation
Vision Statement: “We believe in being the best in chicken category by extending our product range and increasing our outreach, we also believe in acquiring small chicken company and extend our company’s portfolio”

37 New Strategy Formulation
Mission Statement: “Our mission is to improve and expand in the businesses maintaining excellent relationship with our suppliers, franchisees, customers and employees.”

38 New Strategy Formulation
Objectives: Increase sales by 5-7% annually. Acquisition of small grilled, bar-b-q and roasted chicken franchises. Expansion of All in one unit restaurants providing all the brands under one roof. Maintaining better controls on the franchises Better Animal Rights Control System.

39 Future Marketing Strategy
Induction of new products. Grilled Chicken. Developing acquired restaurant to compete against KFC. This Strategy will benefit the group and will also help KFC to stick to the original recipe and less Cannibalization will be seen amongst the products. Using Innovative mediums for Marketing such as Facebook , twitter and their websites.

40 Franchisees and Employee Development
Training and Development of all franchisees on quarterly basis enabling them to enhance service standards. Employee rotation in the international countries so that they could better understand and formulate the operational and functional Strategies

41 Monitoring and Evaluation
Third Party Audits. Performance evaluation and devising the future Short term Strategies to overcome quarterly highlights problems.

42 Questions?

43 Thank You

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