I. Basic information of KFC's entry into China Since 1987 KFC entered China, its development in China has achieved three jumps: from 1987 to 1996, it developed at an average annual rate of 1 1. 1996 to 2000, 75 companies were developed every year; Since 200 1, the expansion in China has accelerated, with an average annual growth rate of 150, and franchising has been carried out in some small and medium-sized cities. By June 2004, the total number of chain stores had grown to 1 100, with Shanghai and Beijing reaching 100 respectively. In 2003, China KFC achieved a turnover of 8.4 billion yuan. Ranked first among the top 100 restaurants in China for many years, with the largest number of restaurants and the highest turnover.

Second, the development experience of KFC in China (I) Implementing the Localization Strategy Through years of exploration, KFC has effectively used the localization strategy, 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. Talent localization 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 Chinese mainland have been appointed in China 16 market. Among them, the senior managers directly responsible for restaurant operation, such as "operation manager", "regional manager" and "restaurant manager", are all localized. 2. Localization of products. Adjust the disorder, effectively exclude fried chicken products from the China market, take demand as the guide, constantly bring forth the old and bring forth the new, and improve 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 480 domestic suppliers undertake at least 95% of KFC's raw material supply tasks. In 2003, 76,000 tons of chicken raw materials were all produced in China. 4. Localization of the concept of health. China's healthy concept of balanced diet is applied to product development to eliminate people's health doubts about fast food. It not only broke through frying in cooking, but also introduced the methods of "roasting", "boiling" and "cold salad", and also improved the nutritional components of the products, and introduced 16 different plant products and a variety of new China 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 the Hope Project in China, establish the Dawn Scholarship Fund and other public welfare activities, and convey the corporate culture of caring for society to people. At present, China KFC has donated more than 60 million yuan. (II) Implementation of 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 to consumers in China, and becomes a well-known brand that customers patronize the 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, eliminate the supplier from the bottom, insist on obtaining the certificate from the purchase, and control the product quality from the source. The second is 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 carried out in strict accordance with the operation methods of "seven, ten and seven". The third is the shelf life of the product. If the fried chicken can't be sold domestically within 1.5 hours after it is cooked, it must be scrapped; The shelf life of hamburgers is 15 minutes; The shelf life of French fries is only 8 minutes. 2. Standardization of service quality. Emphasize that service is an extension of product quality, always pay attention to let customers feel the hospitality and thoughtful service of waiters, and fully experience the feeling of being respected by KFC. Take the service consciousness of smiling as an important assessment content of hiring employees, and train new employees for nearly 200 working hours to ensure that employees have high service consciousness and service skills. 3. Standardization of dining environment. Emphasize that clean and elegant dining environment is the embodiment of brand value. Restaurants should be renovated regularly, and the 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 norms in environmental cleaning and maintenance, such as toilet hygiene, how often to clean, what projects to do, to what extent, and who will check. 4. Standardization of unannounced visits. Secretly and regularly check and score the food quality, staff service, restaurant environment, equipment and facilities of the restaurant. The result is often the main topic 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 action to correct it.

(3) The development of chain operation and franchise is an ideal expansion model of KFC, which has 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 insisted on local demand, made great efforts to solve the problem of acclimatization, and carefully developed China 100 chain stores. In the following eight years, it expanded rapidly in the form of accelerated replication. Implementing "joining from scratch" and reselling a mature and profitable restaurant to franchisees is characterized by establishing a cooperative relationship of 10 for more than 0 years and "getting on the horse and getting a ride". Franchisees don't have to start from scratch, avoiding the work of site selection, shop opening, recruitment, training and management of employees, reducing risks, improving the probability of success and ensuring chain development. The success of franchise stores depends on KFC's careful training for franchisees: franchisees are first required to participate in an extensive training program that lasts for 13 weeks. Through training, 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 to develop KFC in China now, but even more so in the future, through franchising in China market. But at this stage, KFC is both active and cautious in developing chain stores in China. Among the existing 1 100 chain stores, the vast majority are directly operated stores, and only a few dozen are franchised stores, which are only being tried out in small and medium-sized cities at present. (IV) Corporate Culture Construction KFC pays attention to unifying the company's business philosophy with corporate culture and constantly enhancing the team cohesion of enterprises. 1, restaurant manager is preferred. Regard the restaurant manager as the key to the company's wealth and development. Only when all the first-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, constantly grasps skills and experience, and holds an annual meeting of restaurant managers to provide a communication platform, so that managers can feel the company's great attention and further stimulate a high sense of responsibility and mission. 2. Teamwork and team spirit. A lecture tour on "How to Work Together" is held every year, with senior managers as lecturers, preaching achievements and conveying future work goals, so as to boost morale and enhance team cooperation and cohesion. 3. Encourage the advanced and commend the outstanding. Constantly praise and recognize outstanding employees. For example, the "red brick award" for developers means to commend the cornerstone role of market development; "Creative Award" is to reward marketing creativity with miraculous effect; The "Golden Dragon Award" created and awarded by the President of Greater China Group has made outstanding contributions to the company's development and has a far-reaching impact. (5) Strengthen staff training. In terms of human resources, we should pay attention to seeking employees who can adapt to the development of enterprises, constantly strengthen education and training, and establish a perfect 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 assistants, assistants, assistant restaurant managers, restaurant managers to regional managers, 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 required by workstations, strive to improve their working ability and strengthen corporate culture education. 3. Employee performance evaluation. Restaurant employees and company managers have different performance appraisal systems. For example, managers should make their own "blue chip" (specific, feasible and measurable tasks) plan 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, do not meet the needs of the work, have no will to improve or fail to reach the ability, will be dismissed or demoted. (VI) Establishing a chain guarantee system The rapid and successful expansion of KFC mainly benefits from 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 using tools. 1, a 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 cities according to 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 the responsibility of the general manager, led by the development manager, 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 to ensure the scientificity of the decision. The store 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 research, "making network planning" and determining the priority order; Secondly, the division and selection of business circle, according to the stability, maturity and market positioning of business circle to determine the focus or main goal of opening a store; Thirdly, the calculation and selection of acquisition points. 3. Tools for scientific development. KFC has developed a complete set of development manuals, with various forms and data for developers to use in different stages and links of the process. Three. The experience of KFC as a multinational chain enterprise inspires KFC to develop 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 the catering industry in China, and also inspired the industry management of the catering industry. (A) we should attach great importance to the importance of promoting the development of the catering industry. From the research of Peking University and Fudan University on KFC's contribution to China's economy, we can see that the 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 2003, the catering industry directly provided the country with tax revenue of 33.36 billion yuan, and maintained a high double-digit tax revenue growth for 13 years. At present, China's catering industry has formed a workforce of about180,000 people. The annual consumption of agricultural and sideline products and industrial products in the catering industry exceeded 250 billion yuan and 300 billion yuan respectively, and the industrial interaction and industrial chain benefits were 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 catering industry development. Judging from KFC's experience, modernization is the foundation to promote the development of catering industry. Starting with accelerating the institutional innovation and structural adjustment of the catering industry, we will 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 the Catering Industry KFC's practice in ensuring food safety and hygiene has proved that catering enterprises should control the food quality, safety and hygiene of the catering industry in all aspects 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. (D) 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 capacity, food and service), specialization (separation of functions such as procurement, distribution, sales and management), unification (raw material procurement, logistics distribution, publicity and advertising, staff training) and simplification (simplification and standardization of all posts and links) of catering business activities. The success of chain must also have a complete standard scheme, a chain system without 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.