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Who can give me information about Su, CEO of KFC China, such as his personality and hobbies, even if it is copied from an encyclopedia?
Su, male, originally from Shaanxi, was born in Taiwan Province Province, China. He graduated from Taiwan Province Provincial University with a bachelor's degree in chemical engineering in his early years, and then went to the University of Pennsylvania to get a master's degree in science and an MBA degree from Wharton Business School in the United States. Before joining KFC, Su worked for Procter & Gamble (P & amp; G) German and Taiwan Province branches of the company.

1989, when the Taiwan Province native left Procter & Gamble and came to China for the first time as the marketing planning director of KFC North Pacific, there were only four KFC restaurants in China. Sue's entrepreneurial trip to China started from these four stores.

After understanding the China market, Sue's only feeling is that China is a huge market, and we have every chance to make KFC reach a height that has never been seen before in history.

From 65438 to 0993, Su became the vice president of KFC North Asia, and the next year became the vice president of Pepsi Catering International Group Asia, and began to manage KFC and Pizza Hut at the same time.

1997 5438+00 In June, Pepsi decided to spin off its catering business, including KFC, Pizza Hut and Taco Bell, and set up Yum! Global catering group. At this time, KFC has nearly 200 stores in China, and Su, who founded these nearly 200 stores, is undoubtedly the best management candidate in China. 1998, Su was officially appointed as the president of Yum! China, and began his legendary trip to China.

How can a person who really loves catering not value China? Since then, Sue's goal has never changed-to develop Yum! Make it the first brand in China catering industry. Since then, he has devoted himself to constantly publicizing and expounding this goal, and almost all employees know what Yum will develop into in the future.

According to the results of 16677 questionnaires sent by AC Nielsen in 30 cities in China in 2000, KFC ranks first among the "international brands frequented by customers". According to the survey of 200 1, KFC has become the most famous brand in China market, while Coca-Cola and McDonald's are only ranked fourth and fifth.

Many foreign tourists who come to China for the first time will be deeply impressed by KFC blooming everywhere. It should be noted that, globally, KFC has more than13,000 restaurants, while McDonald's has more than 30,000 restaurants, more than twice as many as the former. McDonald's all over the world is naturally recognized as the boss, while KFC is the second child in the fast food industry at most. But in China, the situation is just the opposite-KFC has more than twice as many restaurants as McDonald's.

At the end of 2007, with the opening of Chengdu Railway Station in Sichuan, after the 20th anniversary of KFC's development in Chinese mainland, the number of stores has exceeded 2,000, which is more than twice that of McDonald's, the world's leading fast food company, in China, and the gap is getting wider and wider.

No one may realize that KFC's sudden emergence in China in the past 20 years is really an exception. Su believes that China is a market that reshuffles its cards and repositions itself as a global winner.

It is worth noting that Yum's revenue. Greater China (including Taiwan Province Province and Thailand) has surpassed the United States. Recently, the fast food industry in the United States is suffering from the growing health awareness of consumers in the local market, and the huge profits brought by the China market have doubled the market value of Yum! since 2003.

This unexpected success can be attributed to many factors. The external factor is that China's economic reform has created an exciting and turbulent external market, and KFC is lucky to seize this opportunity. Su also admitted that KFC's success in China depends largely on the rich value of the China market itself. The internal cause comes from the innovation of its decision-making, and localization brings strategic initiative.

After entering the China market for more than 20 years, KFC has adopted a more flexible approach instead of copying American fast food. Both KFC and McDonald's are rooted in the United States, but after coming to China, we need to add "China characteristics" after the word "United States". A brand that is both western and China is more easily accepted by most China consumers than a purely western catering brand, which is the fundamental difference between KFC in China and McDonald's.

In particular, the localization of the leadership team is the most important of KFC's various attempts. Starting with Wang Dadong, a key figure who played a key role in KFC's successful introduction to China, the leaders of KFC in the early days of its establishment in China were all China people parachuted from Taiwan Province Province and other Asian regions where the fast food industry in the United States was developed.

Su, who was born in the East and received a good western education, first came to China, devoted himself to finding the balance between eastern and western cultures, and recruited staff from Taiwan Province Province and Chinese in the United States and Canada. His requirements for the management team are: both China's traditional thought and western management mode. KFC develops American brands with China characteristics in China. This seemingly contradictory statement reflects the market positioning of a brand.

Some commentators believe that this has played an important role in KFC's understanding of China consumers' tastes and grasping the political environment at that time. With their rich experience in fast food industry and in-depth understanding of the market environment, these "airborne troops" can quickly and accurately adjust every major move according to the direction and speed of cash flow.

However, as time went on, Sue began to rely more and more on mature employees in Chinese mainland. Let them design and adjust a set of strategies, systems, methods and procedures suitable for the China market. For example, when opening a new store, Yum will set up a marketing manager in each local market and entrust the development of the store to the local area. After the developer finds a store in the local area, it will be sent back to the head office for decision-making and financial evaluation. Obviously, these employees know more about the local climate than the top management in Shanghai.

"The * * * characteristic of the management team is to know China. Executives above the director level have at least 65,438+00 years of work experience, all of which are related to China business and familiar with and understand the China market. " Luo Shuying, chief human resources officer of China Yum Brands, said. Yum's core management has more than a dozen people. Headquartered in China, only a few of them are foreigners. It is also known that there are about 40 employees engaged in new product research and development in China, all of whom are from China.

It is particularly worth mentioning that in the past 10 years, almost no one left the team led by Su. During this period, the president and senior staff of McDonald's in China changed hands between westerners and orientals, so much so that its internal staff jokingly called it "exporting many excellent talents for domestic business circles". This is similar to China changing coaches frequently and vacillating between foreign coaches. In less than four years, the head coach of China women's football team changed hands, which is a miracle of world football and reduced the once "sonorous rose" in Asia to a second-rate team. Frequent turnover is definitely not a panacea to improve the level quickly, and so is being an enterprise.

June 2005 1, Children's Day. Without any warning, Chen Bide, president of McDonald's Greater China and president of China Development Company, suddenly left his post and was replaced by Guy Russo, former president of McDonald's Australian Company. Just a month ago, Jim Skinner, global CEO of McDonald's, praised the overall performance of the United States, Europe and APMEA (including Asia-Pacific, Middle East and Africa) when talking about the company's performance, but used the word "weakness" unceremoniously when evaluating the market performance of China.

Previously, Chen Bide, then the president of McDonald's Greater China and a Singaporean Chinese, was rated as gentle by the media, so that McDonald's was once in a loss state under the storm of Yum! In the eyes of KFC employees, Su, who speaks modestly, is a commanding leader.

At the beginning of 2005, due to the strong performance of Yum! China brand, Yum! Brands announced the separation of Yum! China brand was spun off from the Group's International Department, and China Branch was established, reporting directly to the US headquarters. China District is responsible for all businesses including KFC in Taiwan Province Province and KFC in Thailand, as well as China District. In this way, the top management of McDonald's Greater China suddenly changed blood. In contrast, this personnel change will not be so abrupt.

Similarly, the same is true of David Novak, chairman, CEO and president of Yum! Su, the head of China District of Global Catering Group, also issued a statement: He is a man with great thoughts and strategic vision. He led the team to create Yum! The brand is in China, just like Colonel Saunders is in China. Sue is a staunch promoter of Yum! China's brand. In China, the proportion of KFC's new products has exceeded 40%, especially the nutritious breakfast provided separately, which is unprecedented in the world.

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