SA18012

KFC’s sustainable competitive advantage in the international

franchising
Kofi A. Bediako
University of the Incarnate Word

ABSTRACT

KFC, a food chain restaurant has been a significant player in the food industry both in the
united states and across the globe for several decades. The food chain restaurant is now part of
Yum! brands, a big umbrella which operates restaurants like Pizza Hut, Taco bell etc. with its
headquarters in Louisville, Ky which is KFC’s birthplace as well (KFC, 2012). KFC can now
boast of over 20,000 restaurants in the united states and internationally in more than 123
countries. More than 12 million customers are served in the KFC restaurants each day making it
among the most patronized food chain restaurant in the world. As America’s 3rd largest quick-
service restaurant, the restaurant giant has entrenched itself into the American culture and has
won over very loyal followings in the populace both in the u.s and around the world.
KFC’s sustainable competitive advantage lies in its adherence to the product and service
differentiation and market recognition of specialization (Guide, 2006). KFC is a leader in the
industry’s contribution to the professionalism of management, innovation with cutting edge
process of preparing food effectively and efficiently. KFC tends to be increasing the scale of
business and development in its international market by utilizing both the cost leadership and
differentiation strategy not to mention its corporate social responsibility which has enabled them
to garner sustainability (Porter, 1998).

Keywords: Quick-service restaurant (QSR), differentiation, sustainability, KFC, Franchising,

Differentiation

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HUMBLE BEGINNINGS

KFC Corporation, is a publicly held global based food chain restaurant with more than
20,000 outlets in over 125 countries (KFC, 2012). A company humbly founded by Colonel
Harland Sanders in 1952 became a household name in 1960s when it was listed on the Wall
Street stock market (KFC, 2012). His mantra was to sell food in a fast, friendly environment that
appeals to pride conscious, health minded consumers (KFC, 2012). Colonel Sanders endured so
many rejections and disappointment time over time on the path to create what will later become
the number one chicken restaurant chain in the world (KFC, 2012). Born in the 1890’s in
Henryville, In, Colonel Sanders used to cook and care for his siblings after the passing of his
father (KFC, 2012). As a result, he dropped out of school and began to work in the farmland. At
age 16, he faked his age to be enlisted in the U.S Army (KFC, 2012). Colonel Sanders will open
his first KFC outlet later years of his life when he started selling his famous chicken dishes in a
service station, he also began to advertise his food intensively at same time. With his famous
original recipe fried chicken, which he used 11 herbs and spices became his secret ingredient
which was perfected to become a finger licking meal (KFC, 2012).
Franchising was still new in the business world perhaps, all his attempt to franchise his
recipe was rejected 1009 times before it was finally accepted (KFC, 2012). This will later
become Sander’s “secret recipe” which is now Kentucky fried chicken finger licking. Sanders
then get on a journey of spreading KFC all across the nation and successfully completed his first
franchise sale to Pete Harman of Salt Lake City (KFC, 2012). 1964 saw some success for
Sanders as he saw rapid increase in his franchising in over 600 outlets within a short number of
years (KFC, 2012). Such success compelled Sanders to sell KFC for $2 million equivalent to
$15.3 million today currency (KFC, 2012). KFC has increased their franchising in the
international market since then (KFC, 2012). And in 1971, Heublein Inc. acquired KFC for $285
million which will later become a subsidiary of R.J Reynolds industries. Consequently, PepsiCo
Inc acquired KFC for approximately $840 million in 1986 (KFC, 2012).
Colonel sanders still remains important personality even after the sale of the company.
Branding of KFC is sculptured around him with his goatee, white suit and a black tie which tends
to symbolize delicious fried chicken. This made the brand to be among the most recognized
brand across the globe.
KFC’s parent company currently is Yum! Brands, Inc., the world’s largest restaurant
company in terms of system restaurants, with more than 40,000 locations in over than 130
countries and territories and employ more than one million associates (Yum.com, 2012). Yum! is
ranked number 201 on the Fortune 500 list, with revenues exceeding $13 billion in 2012 (Forbes,
2012).
Originally called Tricon, a subsidiary of PepsiCo, changed its name to what we know
today as Yum! to match the stock sticker symbol (KFC, 2012). Tricon Global Restaurants, which
owns the KFC chain, started in 1999 to sign on local Chinese franchisees after freezing its
franchise program in 1993 in favor of running its own stores.
KFC’s mission statement includes selling food in a fast, friendly environment that
appeals to pride conscious, health minded consumers (KFC, 2012). This as a result will
maximize profitability while improving shareholder value and brand equity. The mission on the
other hand provide pride conscious and adds equity to the brand.

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KFC capitalizes on the dedication and diversity of its stakeholders as demonstrated by

their strategic skill set and commitment to customer satisfaction. As a matter of fact, it is due to
the collaborative effort of all its stakeholders who make KFC to gain a competitive advantage
over other QSR industries.

SUCCESS FACTORS

The core is what makes a company unique and is the root of its competitive advantage in
the marketplace. KFC’s core factors are engraved in its brand identity ensuring a successful
franchise in both the local and international market. According to Schmitt and Simonson (1997),
corporate and brand identity consists of four major elements. They are, properties, products,
presentations, and publications - which all together strengthens and increases KFC’s equity.

Properties

These are the actual tangible materials that make the building together which include
things like the façade, color schemes and décor, arrangement of indoor ordering and dining
areas, lighting levels, restroom facilities (Schmitt &Simonson,1997). As a result, theses tend to
be essential in putting the restaurant ahead of the competition. With colors across all the
restaurant home and abroad, it becomes easy for consumers to identify KFC outlet everywhere
they see one.

Products

These are the menu items they sell including names and descriptions for each of their
products. Across the globe, size, food appearance, smell and taste, food ingredients, nutrition,
balance, and assortment all tend to be uniform across except some side dishes which is customize
to the taste and preference of the locals. Similar products make identification easy for this world
of migration.
International marketers have long realized that products and services frequently must be
adapted to the varying needs and preferences of consumers in different countries (Cateora &
Graham, 2002). This has lead KFC to channel the side dishes to the preference of the people in
the country they operate. In McDonald's case, such standardization is one of the reasons, along
with the sheer ubiquity of its operations, why the company has become a symbol, and to some
critics a perpetrator, of overbearing globalization and even of “American cultural imperialism"
(Schlosser, 2001).

Presentations

In-store settings including (trays, tableware, napkins etc.), take-out packaging, employee
appearance, efficiency, and courtesy appears tend to be uniform across their outlets as well.
Furthermore, proper management of experiences and aesthetics enhances both corporate identity,
an organization's overall public face, and brand identity, a product's top of mind awareness or
recall (Keller, 2001).

Publications

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This include advertising; web pages; outdoor signage; trade characters. All publication tends to
be same across board no matter where they are located. Ordinary service interactions become
experiences when customers are engaged in a personal, memorable way (Pine & Gilmore, 1998).
Schmitt and Simonson (1997) contend that good aesthetics management also creates customer
loyalty, allows for premium pricing, cuts through information clutter, affords protection from
competitive attacks, saves costs through standardization, and, as an internal marketing tool,
motivates employees.

STRATEGIC PILLARS

KFC’s sustainable competitive advantage and success factors are grounded on four
strategic pillars. They are 1. Service 2. Quality 3. Cleanliness 4. Value (KFC, 2012). These allow
KFC to get more advantage over the competition. Despite the fact that MacDonald’s increased
its stores to over 37000 globally, KFC’s overall market share has increased drastically to due to
proper implementation of these strategic pillars.

Services

KFC introduces “freshly cooked meal” concept giving consumers a perspective of quality
and freshness unlike their competitors which uses microwave to warm already prepared meals.
At KFC, “we make our chicken the hard way” tends to be among the most popular slogans by
colonel Sanders (KFC, 2012). According to Colonel Sanders (KFC, 2012), each fresh batch of
the world’s best chicken starts with our cooks inspecting each individual piece. This tends to
show service to be crucial part of the company even at the preparation of their meal.
With detailed attention place on service each customer receives, KFC ensures customers
has the ability to complete an online survey each time you visit one of their outlet. Such
information are used in future improvement in the customer service. Been a local or foreign
outlet, KFC ensures service provided to customers doesn’t differ thereby, same experience for
the customer everywhere (KFC, 2012).

Quality

According to the British standard institute, quality is the basic character or nature of
something. In the food industry, the specification and taste of a meal will determine if it
warranted for five-star or not. This supports Juran’s definition of quality which according to him,
“fitness for purpose or use” (Juran, 1979). A product’s ability to satisfy stated or implied needs.
Furthermore, stated or implied needs also invoke an element of customer expectation by
expanding on the definition of quality (Feigenbaum, 1985).
KFC tends to be cooking their food served to the consumers unlike what other QSR does.
Other QSR tend to be serving meals cooked in a central kitchen, frozen and then reheat for the
consumer. KFC on the other hand are making the food which tends to be more quality than their
competitors.
The general view is exemplified by Peters (1989), who urges: "provide top quality, as
perceived by the customer". Specifically, in the hospitality industry, Pickworth (1987)
recommends that: quality should be defined in terms of consumer expectations". However, Pirsig
(1999) gives some idea of the problems involved in actually doing this: "Quality is a

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characteristic of thought and statement that is recognized by a non-thinking process...quality

cannot be defined"(Pirsig, 1999). Among things used to capture quality of restaurants include the
originality of the menu, style of service, attributes of staff.

Operations

With KFC’s strategic franchising, they have partnered with Rostik which is a strategic
alliance formed in 2005 between Rostik Group and Yum! Brands. This strategic alliance has
increased KFC’s presence in u.s and other part of the world they operate.

KFC Asia

With the growing of the American pop culture and the influx of globalization, KFC’s expansion
in Asia started in the early 1980s with its first building in the capital city of Beijing, China. This
become a success for the QSR’s entry into the southeast Asian market. KFC translates in the
popular Mandarin language as Ken De Jin became popular among the people due partly to the
ease of the translation. To fully garner the market and utilize the growing western pop culture,
KFC opened its china’s first drive through in 2002 as middle class swelled translating to the
purchase of more private vehicles. With its attention to customer service and effective market
strategy, KFC had twice as many outlets in china than its biggest competitor, McDonald’s, in
2008 (KFC, 2014).
Furthermore, strategic franchising lead to a sustainable competitive advantage with its
involvement of some Taiwan-born u.s educated executives who helped with the initial stage of
KFC moving to china. With knowledge of both Chinese and American culture, strong
partnerships were formed with the locals to customize their menus and business strategies
(Romualdez, 2017).

KFC Europe

In 1965, KFC opened its first European outlet in the United Kingdom at the Preston,
Lancashire (KFC, 2012). KFC then went on franchising in Germany, Spain and other parts of
Europe due to the success they received with their first entry. Currently, Europe is KFC’s 3
biggest market. In Russia, KFC’s menu is mostly familiar with the locals and due to chicken
been popular throughout the world comparing to hamburger, the menu became normal with few
tweaks. Rostik Group is a leading QSR chain in Russia and in 2005, a strategic alliance was
formed with Yum! brands to franchise more KFC outlets. This alliance not helped foster KFC’s
growth but its competitive advantage as well (Yum, 2010). With these alliance, franchising has
skyrocketed for KFC in the European market making them popular in most households.

KFC Africa

Although KFC’s presence in Africa is not as huge compare to that of Europe and Asia,
they have plans to expand with more outlets. Currently, Africa has the youngest population in the
word with 200 million aged between 15 and 24 years ( Ighobor, 2013). This creates an avenue
for KFC to continue its progressive growth as the continent develops. KFC still has first mover
advantage in most of the African countries they operate. McDonalds, its biggest competitor is

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center in the southern part of Africa while KFC focuses on all part of Africa. Add on services
like free Wi-Fi and reliable air condition tends to attract the locals and this as a result has been a
tool for differentiation for KFC in Africa. Consequently, KFC has over 1000 outlets compare to
under 500 outlets for its competitor, McDonald’s.

BUILDING A COMPETITIVE ADVANTAGE

McDonalds is perhaps the biggest and longtime competitor with KFC. Ever since Ray
Kroc took on the operations in 1954, he turned the chain into a global franchise making it the
most successful quick service restaurant in the world (McDonalds, 2014). This has created a
huge competition enabling innovations from both KFC and McDonalds. All differences between
companies in cost or price derive from the hundreds of activities required to create, product, sell
and deliver their products or services (Porter, 1996). Cost is generated by performing activities,
and advantages arise from doing it more efficiently than competitors (Porter, 1996).
Despite the fact that McDonalds don’t sell the same exact menu that of KFC’s, both still
tends to engage in price war one way or the other aiming to attract more customers to their
outlets. Customer experience tends to be a differentiation process they tend to use in the
competition war due to pricing strategy alone will not be a viable in the long sustainability for
KFC to continue to garner the market.
Evidently, KFC’s strategy is to focus on the international franchising by dominating the
global market. Focus was placed on how their meals can meet the ever-changing taste and
preferences of the market they serve. The gain here is that, they can capture the global QSR
market. With their alliance with local suppliers of their raw materials, it helped strengthens
KFC’s community to the community which results in a competitive advantage.
KFC need stronger connection with the millennials and the Gen Z who tends to be more
inclined with the fast food industry. Taste and service appears to be number one concern for the
young consumers and to capture these demographics, more emphasis been placed on these
pressing concerns.
A&W was the very first QSR to be opened in the united states. It was founded on June
1919, in Lodi, California by Roy Allen and Frank Wright. At some point in time, A&W was
owned by Yum! brands, the parent company of KFC, and appeared that some of the operation
style of A &W was adapted by KFC (Yum, 2010).
KFC focused on international expansion after been dominant in the u.s market. By
providing specifically for the market they found their selves, KFC carved out a niche and
eventually drove other competitors out. With the penetration of the u.s culture and food in the
international market, this has given KFC the competitive advantage of selecting a segment of the
market where rival miss out on this strategy. This strategy is first mover advantage.
According Porter (1996), for a company to gain competitive advantage against its rivals,
one must know the layout of the situation and the strengths of the competition (Porter, 1996).
This is very true in market where many differently placed QSRs are vying for market share. “As
rivals imitate one another’s improvements in quality, cycle times, or supplier partnerships,
strategies converge and competition becomes a series of races down identical paths that no one
can win” (Porter, 1996). Consequently, differences between a company’s cost are derived from
all the activities required to create, produce, sell and deliver their products or services; the cost
advantage arises from performing particular activities more efficiently than competitors (Porter,
1996). With the strategic framework, KFC would have more competitive advantage with its

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customer centric while also leveraging on corporate social responsibility to sustain their
competitive advantage.

CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility (CSR) is driving force of how a company is perceived

both local and international in their community. This is one of the key strategy KFC has
leveraged to sustain its competitive advantage.
The definition of CSR tends to be complex due to the nature and context of the problem
at hand. However, the basic contest is whether CSR is simply ‘‘greenwash’’ (Greer & Bruno,
2000)—i.e. merely businesses claiming environmental credentials and other social contributions
while continuing to generate excessive harms such as social costs, i.e. ‘‘business as usual’’
(KPMG and UNEP 2006; OECD 1999, 2003; UNEP 2000; Palazzo & Richter , 2005).
Corporate Social Responsibility (CSR) is attracting increasing scholarly interest among
researchers who study multinational enterprises (MNEs) (Rodriguez et al., 2006).
In ideal terms, stakeholder engagement could be interpreted as a mutually beneficial and
just scheme of co- operation which takes the form of a ‘moral partnership of equals’ (Phillips,
1997).
In the turn of the decade, interest in the behavior of firms and large companies has been
ignited as a consequence of numerous scandals coming to light from financial firms to
production companies etc. Consequently, companies has been diligent in overseeing and
ensuring these concerns and are incorporated in the day to day operation of their businesses.
These developments have triggered the very real challenge for business managers of
deciding how, on a day-to-day practical basis, to operationalize CSR and manage their firm’s
obligations to their various stakeholders (O’Riordan & Fairbrass, 2012a, b).
KFC has a rich history of generosity which was inspired by its founder Colonel Harland
Sanders (KFC, 2012). Evidently, there is a KFC foundation which provide assistance to more
than 4500 students and KFC employees by helping them go to college and earning a GED. The
foundation has provided $17 million. As noted, these contributions come from their franchisees
and the KFC corporation.
At the same time, enterprises are expected to solve the problems they cause by acting
responsibly and by taking the consequences of their business activities for society and for
specific stakeholders into account in their decisions (Hopkins, 1997).
CSR has increased tremendously in Europe during the last decade (Zwetsloot &
Marrewijk, 2004). KFC’s CSR programs focus on all its market but not only in the u.s and the
major emerging economies ( ie. Brazil, Russia, India, China). These countries tend to have more
emphasis on corporate governance and has become major focus with India’s amendments to
company laws and introduction of new regulatory mechanisms (Srinivasan, 2011).
Consumer value is a highly complex concept in that it integrates an array of possible
product quality attributes, process-related attributes and less tangible sources of value, in
particular, brand image (Schroder, 2003). CSR and how is implemented in KFC is divided into 4
categories. Among them are: 1. Food 2. People 3. Community 4. Environment.

Food

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KFC holds a believe that food is part of a balanced lifestyle with moderation of exercise.
As a result, 3 pillars has been created to ensure consistent progress is made with their food. 1.
More choice 2. Improving the ingredients and 3. More transparency. With these pillars, Yum!
has a commitment to reach 20 percent of its meals at one third of the recommended daily
allowance (RDA), a goal ideal for all the QSR food industries (KFC, 2012). Introduction of
meals lower in calories and fat tends to showcase their commitment to healthy meals to the
consumer (KFC, 2012).
Evidently, KFC (Yum!) was the first company to call on congress to enact uniform nation
menu labeling as well as one of the first in the world to eliminate artificial trans-fat (KFC, 2012).
This is an avid example of its commitment to corporate social responsibility (CSR).

People

It’s noted that people are the most valuable asset of every organization. People drives
innovations which tends to be not different from KFCs’ perspective. As a results, career and
learning opportunities are made accessible to more than Yum!’s 1 million associates across the
globe (KFC 2012). In the u.s, tuition reimbursement is made accessible to all salaried associates
as a way to build and develop human capital. Furthermore, approximately 2500 scholarships has
been awarded through Yum!’s Andy Pearson scholarship program which was established to
strengthen the company’s CSR (Yum, 2010).

Community

CSR without incorporation of the community tends to have few impact and perception
in the society. As a result, Yum! has taken on a journey to be more prevalent in the community
by making food accessible to the less fortunate (Yum, 2010). This has compelled them to partner
with U.N World food program through its initiative of World Hunger relief in 2007. This
initiative has raised more than $600 million and provided 2.4 billion meals (KFC, 2012). KFC
tends to donate more than 173 million pounds of food to those in need. Furthermore,
scholarships are given out annually to deserving individuals in the community (KFC, 2012).
Giving back is not something new to KFC and it started with a college student who
Colonel sanders gave a ride and full scholarship (KFC, 2012). This act of kindness is what will
inspire KFC to create a foundation which will provide over $14 million in scholarships to 2600
students with some been KFC’s employees (KFC, 2012).
With their community developing, KFC’s primary focus are on 4 key areas. These are 1.
World hunger relief 2. Volunteerism and Local Community Engagement 4. Harvest food
Donation.

World Hunger Relief

The goal for this initiative is to mobilize all stakeholders including customers to help
alleviate hunger through volunteerism, Awareness and Fundraising (yum, 2010). Since the
introduction of this initiatives, incredible results have been achieved which includes the
following:
1. Provided over 140 million meals
2. Has raised more than $35 million in cash and food donations

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3. Yum! brand as a corporate entity has provided nearly 2.6 billion meals to
hunger relief agencies in countries of greatest needs.
4. Raised funds to support emergency operations and mother-child health
and nutrition programs with most focus in countries of greatest needs.

From the onset of KFC, Colonel Sanders has engrained the culture of giving back in
KFC’s DNA. This has led to numerous contribution and the path to fight global hunger through
Add Hope and hunger initiatives etc. most recent report shows in 2015, $11 million in cash and
food donations were provided for hunger organizations and over 44 million meals has been
provided to women and children across the globe (KFC, 2016).

Volunteerism and Local Community engagement

This is also one of the core strategies KFC has been utilizing to gain competitive
advantage in the heavily saturated food industry. Most recent report from 2015 shows employees
from 20 countries clocked over 40,000 volunteer hours through local charity group to impact
community projects (KFC, 2015).
Community engagement is among the bases for competitive advantage and way to
showcase its activity in the community. Around the globe KFC focus on having deeply rooted
community engage wherever they have an outlet. In south Africa, KFC has been a proud sponsor
of the mini-cricket program since 2009. This is to promote balanced lifestyles and active living
for children (KFC, 2015). Recently, Yum! Brands provided relief efforts for the 7.8 magnitude
earthquake that hit Nepal killing over 8000 people leaving more than 21000 people injured
(KFC, 2016).

Harvest Food Donation

The goal is to be a global QSR leader in wholesome and surplus food donations (KFC,
2015). This is additional contribution to the food giving out to the needy. Since KFC’s mission
is to have freshly prepared food to its customer (KFC, 2012), surplus are giving out to food
banks and other charitable organizations for distribution rather than discarding them to the
landfills. Just on this surplus alone, a fair market value of over $860 million in surplus meals has
been giving out to the charitable organizations (KFC, 2015).
Yum! brand as an organization is a member of the food waste reduction Alliance which is
a coalition of manufacturing retail and food service industry leaders taking on the challenge of
distributing surplus of their meals rather than discarding (KFC, 2015). Evidently, there is a
partnership with local charities who does weekly surplus food pickups for feeding local hungry
people around the corner.
Discarding surplus in the landfill quickly becomes a significant source of methane which
is a potent greenhouse gas which is 21 times more than the global warming emission of carbon
dioxide. This appears to be an innovative way to put resources to the benefit of both the
community and the company as a whole (KFC, 2015).
This program is not just seen in the united states alone but across the globe where they
operate and has been taking incremental steps to combat this initiative.

Environment

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This is one of the most discussed aspect of CSR and KFC as a company tends to take this
serious. Initiatives ranges from energy and water conservation, environmentally friendly
packaging, oil and cardboard recycling etc. Among all their restaurants, they have over 4200
LEED certified, a number that tends to be astronomical in the restaurant industry (KFC, 2015).
This initiative helps reduce CO2 transmission and was estimated to 1.2 million metric ton
reduction equivalent to removing 225000 cars off the road (KFC, 2015).

CHALLENGE

KFC has gain more competitive advantage with the strategic use of their resources.
However, more need to be done in the ever-changing business world where more is required
from companies.
Currently, KFC serve their food in a paper bucket for their chicken and also uses a
Styrofoam box for other side dishes. Packaging can be reconsidered by using alternative
biodegradable products that are more environmental friendly. More and more consumers tend to
be conscious about the environment day in and day out. This tends to be a concern which when
solved, will be in KFC’s interest in gaining more customer’s trust in the QSR world.
To continue gaining more recognition and popularity in the international market, it is
imperative for Constance innovation through research and development in the international
market. Taste and preferences differ from the local market so expectation is for KFC to set R&D
specifically for each country they have an outlet. As a result, they can come out with different
products channeled to the local market. It is understandable for their core products to be the same
across the globe so customers can have the same experience when visiting an outlet other than
their local store.
For KFC to continue to sustain competitive advantage, the following is recommended in
other to keep their position in the saturated QSR industry:
1. More recipe to suite the local taste.
2. Introduction of more healthier recipes
3. Continue to use service quality as a differentiation
4. Transition from “fried” ideology to “healthy” mindset
5. Continue to open more outlets in rural locations
6. Be more engage in the animal protection activities

Also, in today’s business dynamics, the ability of a company to add value to customer’s
experience is considered to be a key component in the customer’s decision in choosing your
company over others. For KFC to sustain this competitive advantage, innovative ways such as
incentives to customer can to implemented. Such incentives will improve customer satisfaction.
Lastly, one challenge most of the QSR industry is dealing with currently is the belief to
increase minimum wages which KFC is not immune to that either. This is a concern in other part
of the world where KFC is prominent and not just u.s alone. This is pressing concern, it will be
more efficient for the QSRs to replace employees with cheap robotic arm to complete most of the
task currently done by human. This is another way other competitors are exploring despite the
fact that is destructive yet still they see it to be a way to get ahead of the competition.

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KFC’s sustainable competitive advantage