expanding domestic demand, increasing employment, promoting national economic development, satisfying people's lives and prospering the market.

The following article is for the landlord's reference.

Enlightenment of KFC's experience on promoting the modernization of China's catering industry

I. Basic information of KFC's entry into China

Since KFC entered China in 1987, its development in China has achieved a triple jump: from the first nine years of 1987 to 1996, it has developed 111 chain stores at an average annual rate of 11; During the four years from 1996 to 2111, 75 companies were developed annually; Since 2111, it has accelerated its expansion in China with an average annual growth rate of 1.51, and at the same time, it has carried out franchise business in some small and medium-sized cities. By June 2114, the total number of chain stores had grown to 1,111, of which Shanghai and Beijing had reached the scale of 1,111 respectively. In 2113, China KFC achieved a turnover of 8.4 billion yuan. For many years in a row, it ranks first among the top 111 restaurants in China with the largest number of restaurants and the highest turnover.

Second, KFC's development experience in China

(1) Implementing localization strategy

Through years of exploration, KFC has effectively used localization strategy to overcome the economic, management and institutional obstacles encountered in China, avoided acclimatization and cultural differences, and established a marketing strategy centered on meeting the needs of consumers in China.

1. Localization of talents focuses on cultivating, promoting and using local talents, giving full play to their advantages of being familiar with the policy environment and market characteristics. At present, eight general managers from mainland China have been appointed in 16 markets in China. Among them, the senior managers directly responsible for restaurant operation, such as "operation manager", "district manager" and "restaurant manager", are all localized.

2. product localization. Adjustment disorder, which effectively excludes fried chicken products from the China market, is demand-oriented, constantly bringing forth the old and bringing forth the new, and improving the satisfaction of local consumers. "Old Beijing Chicken Roll", "Four Seasons Fresh Vegetables", "Roasted Wings" and "Furong Fresh Vegetable Soup" are new products specially designed for the tastes of China consumers.

3. Localization of suppliers. More than 481 domestic suppliers undertake at least 95% of KFC's raw material supply tasks. In 2113, 76,111 tons of chicken raw materials were all produced in China.

4. Localization of health concept. China's concept of balanced diet health is applied to product development to eliminate people's health doubts about fast food. Not only did it break through frying in cooking, but also introduced the methods of "roasting", "boiling" and "cold salad", and also improved the nutritional composition of the products, and introduced 16 different plant products and a variety of new Chinese products.

5. Localization of corporate image. Adhere to the strategy of being friendly to the government, people and society, and strive to create a corporate image that is accepted and loved by the public in China. Actively participate in China's Hope Project and establish Dawning Scholarship Fund and other public welfare activities to convey the corporate culture of caring for society to people. At present, China KFC has donated more than 61 million yuan.

(II) Carrying out the standardization system

KFC's management system is scientifically divided and the standardization system is reliable. It makes KFC's food quality and service quality widely known by Chinese consumers and become a well-known brand that customers patronize most.

1, food quality standardization. Focus on three links: first, the quality of raw materials. Evaluate the supplier's star rating from five aspects: quality, technology, finance, reliability and communication, and eliminate the supplier from the bottom, insist on purchasing goods and obtaining certificates, and control the product quality from the source. The second is the process specification. All products have standardized and digital operation and production procedures. For example, the wrapping action of "sucking the original chicken" before frying should be strictly implemented in accordance with the "seven, ten and seven" operation methods. The third is the shelf life of the product. If fried chicken can't be sold domestically within 1.5 hours after it is out of the pot, it must be discarded; The shelf life of hamburgers is 15 minutes; The shelf life of French fries is only 8 minutes.

2. service quality standardization. Emphasize that service is an extension of product quality, and always pay attention to let customers feel the hospitality and thoughtful service of waiters and fully experience the feeling of being respected by KFC. Regard whether you have the service consciousness of smiling as an important assessment content for hiring employees, and train new employees for nearly 211 working hours to ensure that employees have a high level of service consciousness and service skills.

3. Standardize the dining environment. It is emphasized that clean and elegant dining environment is the embodiment of brand value. Restaurants should be renovated regularly and equipment and facilities should be updated, so that diners can fully enjoy the service and food and feel the value. There are also clear standards and specifications when it comes to environmental cleaning and maintenance, such as bathroom hygiene, how often to clean, what projects to do, to what extent it is qualified, and who will check it.

4. Standardization of unannounced visits. In secret, the food quality, staff service, restaurant environment, equipment and facilities of the restaurant are regularly inspected and scored. The results are often the main topics of the monthly senior management meeting chaired by the president of China District. Once the score is lost, managers at all levels will immediately review the reasons and take actions to rectify it.

(3) Developing chain operation

Chain operation and franchise are ideal expansion modes of KFC, with the development advantages and mature standards of "vertical generation and horizontal replication", but the chain development of KFC in China is very rational. During the nine years from 1987 to 1996, KFC adhered to the orientation of local demand, worked hard to solve the problem of acclimatization, and carefully developed 111 chain stores in China. In the following eight years, it expanded rapidly in the form of acceleration replication.

implementing the franchise of "not starting from scratch" and reselling a mature and profitable restaurant to franchisees is characterized by establishing a cooperative relationship of more than 11 years, "getting on the horse and giving a ride", and franchisees do not need to start from scratch, thus avoiding self-selecting, opening a shop, recruiting, training and managing employees, reducing risks, improving the chances of success, ensuring chain development and more. The success of franchise stores depends on KFC's careful training for franchisees: franchisees are first required to participate in a wide-ranging training program lasting for 13 weeks, through which they will master the skills needed to run a KFC restaurant. After franchisees take over the restaurant, they should also arrange long-term internship in restaurant management.

It should be said that KFC, as an international brand, is the best way for KFC to develop in China now but in the future by franchising in China market. However, KFC is active and cautious in developing chain stores in China at this stage. Among the existing 1,111 chain stores, the vast majority are directly operated stores, and only a few dozen are franchised stores, and they are only being tried out in small and medium-sized cities at present.

(4) Building corporate culture

KFC pays attention to unifying the company's business philosophy by using corporate culture, and constantly enhances the team cohesion of the enterprise.

1. The restaurant manager comes first. Regard the restaurant manager as the key to the company's wealth and development. Only when all the front-line restaurant managers have formed a high-quality' chain', can the whole KFC realize the real core' chain'. The company provides targeted guidance and training for restaurant managers to constantly master skills and experience, and holds the annual meeting of restaurant managers every year to provide a communication platform, which makes managers feel that the company attaches great importance to it and further stimulates a high sense of responsibility and mission.

2. Teamwork and teamwork. Every year, the "How We Work Together" roving publicity activities are held, with senior managers as lecturers to publicize the achievements and convey the future work goals, so as to boost morale and enhance the team's cooperation and cohesion.

3. Encourage the advanced and commend the outstanding. Constantly commend and recognize outstanding employees. For example, the "red brick award" for developers means to commend the cornerstone role of market development; "Creativity Award" is to reward the marketing creativity with miraculous effect; The "Golden Dragon Award" created and awarded by the President of the Greater China Region of the Group has made outstanding contributions to the company's development and has a long-term influence.

(V) Strengthening staff training

In terms of human resources, we should pay attention to seeking employees who can adapt to the development of enterprises, continuously strengthen education and training, and establish a sound assessment system.

1. Seek employees who meet the needs of enterprise development. Have a scientific recruitment system, focusing on observing whether the candidates are "suitable" and whether they have completed the potential, ability and comprehensive conditions required for the recruitment position.

2. Education and training. There is a perfect education development system, from trainee assistant, assistant, assistant manager of restaurant, restaurant manager to district manager, and each position has different training courses for promotion. For example, trainee assistants should learn the basic operating skills, common sense and necessary interpersonal management skills and knowledge needed by workstations, focus on improving their working ability and strengthening corporate culture education.

3. Employee performance evaluation. There are different performance evaluation systems for restaurant employees and company managers. For example, managers should make their own "blue-chip" (specific, feasible and measurable tasks) plans according to their job responsibilities every year, and the human resources department will evaluate them according to the "blue-chip" and decide on promotion and salary adjustment according to the evaluation results. Adhere to the employment standards, and those who do not meet the needs of the work, have no will to improve or fail to achieve their abilities, will be dismissed or demoted.

(VI) Establishing a chain guarantee system

KFC's rapid and successful expansion is mainly due to the complete and clear strategy, accurate data, rigorous and efficient system and scientific and practical tools provided by its functional departments. It is characterized by strengthening organization, division of labor and cooperation, determining system and applying tools.

1. Complete development strategy. In practice, KFC has formed a more scientific development strategy: the group development organization closely cooperates with the development departments of various companies, evaluates the cities according to the medium and long-term goals and short-term indicators, and establishes the development order; Evaluate different business districts and develop and select sites according to their characteristics.

2. Scientific development system. The development of the new restaurant is headed by the general manager, led by the manager of the development department, and attended by the managers of finance, construction and operation departments. Generally, the site selection decision is made through the examination and approval system of local companies and headquarters, thus ensuring scientific decision-making. The shop opening team holds regular meetings to carry out relevant work and study solutions according to the development progress. The site selection is carried out in three steps: first, market investigation, "developing network planning" and determining the priority order; Secondly, the division and selection of business districts, according to the stability, maturity and market positioning of business districts to determine the focus or main goal of opening stores; Thirdly, the calculation and selection of gathering points.

3. Scientific development tools. KFC has developed a complete set of development manuals, and there are various forms and data for developers to use in different stages and links of the process.

3. Enlightenment from KFC's experience

As a multinational chain company, KFC has developed in China. Its advanced management mode, marketing concept, standard system, manpower training, chain development and its guarantee system have provided many experiences for the modernization of China's catering industry, and also inspired the industry management of the catering industry.

(1) Pay great attention to the importance of promoting the development of catering industry

From the research on KFC's contribution to China's economy by the research group of Peking University and Fudan University, it can be seen that the pulling role of catering industry in expanding domestic demand, increasing employment, promoting national economic development, satisfying people's lives and prospering the market is increasing year by year. In 2113, the catering industry directly provided 33.36 billion yuan in tax revenue for the country, and maintained a high double-digit tax revenue growth in 2113. At present, the catering industry in China has formed a workforce of about 18 million people. The annual consumption of agricultural and sideline products and industrial products in the catering industry has exceeded 251 billion yuan and 311 billion yuan respectively, and the industrial interaction and industrial chain benefits are increasingly enhanced. All parties concerned should attach great importance to promoting the development of the catering industry.

(2) Promoting modernization is the main direction of the development of the catering industry

From the experience of KFC, modernization is the foundation of promoting the development of the catering industry. We should start with accelerating the institutional innovation and structural adjustment of the catering industry and comprehensively promote the modernization of the catering industry. Transform the traditional catering industry with modern technology and business philosophy, create a good catering development environment, adhere to the policy of "please come in and go out" and the localization management strategy, actively participate in international cooperation and competition, and further develop and grow in the competition.

(III) Further Strengthening Food Safety and Hygiene in Catering Industry

KFC's practice in ensuring food safety and hygiene proves that catering enterprises should comprehensively control food quality and safety and hygiene in catering industry at all key points. Relevant parties should consider establishing a regional catering food raw material procurement network service platform to control the inflow of counterfeit and shoddy products, ensure food quality, realize centralized procurement and unified distribution, and reduce operating costs.

(4) The development of chain operation needs the support of supporting systems

The successful expansion of KFC in China fully proves that the essence of chain operation is to realize the standardization (store name, store appearance, food and service), specialization (separation of functions such as procurement, distribution, sales and management) and unification (raw material procurement, logistics distribution, publicity and advertising, staff training) of catering business activities. The success of the chain must also have a complete and complete standard scheme, a chain system with no details and a strong service support system. Therefore, while actively promoting the chain operation of catering industry, we should devote ourselves to creating a standardized system and institutional environment to accelerate the development of chain operation.