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KFC Company
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KFC Company
For several decades, Kentucky Fried Chicken (KFC), a food chain restaurant, has been a
core player in the food market both in the U.S and worldwide. More than 20 million customers
are served at KFC restaurants every day, making it one of the world's most popular food chain
restaurants (Rajawat et al., 2020). As America's third-biggest quick-service restaurant, its
behemoth has ingratiated itself into American culture and earned over loyalty following in the
United States and across the world. To ensure KFC's smooth-running, it has to manage and
control its structure by utilizing its competitive advantage, strategic planning, core competencies,
and outsourcing. Below is a strategy for achieving the core mentioned above principles used by
KFC.
In achieving sustainable competitive advantage, KFC has to ensure adherence to
differentiation in goods and services and recognition of the specialization market (Teece, 2017).
KFC leads the business for its contributions to managerial professionalism and innovation with
cutting-edge food preparation processes that are effective and efficient. Due to the vast growth
and development across worldwide markets, KFC has achieved long-term success by employing
cost leadership and differentiation tactics and corporate social responsibility (Tien, 2019). The
basis of a business is what distinguishes it and provides it with a competitive edge in the
marketplace. The fundamental elements of KFC's brand identification are inscribed in its brand
identity, guaranteeing a successful franchise in both the domestic and international markets
(Atinkut et al., 2018). Four key aspects make up a company's or brand's identity. They are
properties, products, presentations, and publications, all contributing to KFC's equity
strengthening and growth.
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Looking at the KFC Strategic planning, we discover that KFC will increase its market
share worth value. KFC's long-term goals are to expand throughout the UAE, create and
construct higher quality for consumers, adhere to marketing mix techniques, and provide better
financial returns for the business and its staff (Shikemeni, 2020). Menu planning is accomplished
through research. Supply chain management planning aims to boost the amount of outsourcing,
increasing globalization, increase the supply, enhance competitive pressure, and expand
its customer base, all of which fall under KFC's strategic planning.
KFC achieves its core competencies through its capacity to leverage, exploit, and deliver
a unique recipe-based chicken with a distinctive taste. This formula is shared with franchises
worldwide, leading to a consistent product that can be sold in several marketplaces worldwide.
The KFC Corporation also has a lot of expertise managing and growing franchisees and stores in
other nations. The business also has bargaining power with its suppliers, allowing it to get
materials at lower costs and boost profit margins on the products it sells. The company may be
able to obtain economies of scale through its local, continental, and global activities. Due to its
large market, KFC performs its outsourcing by using its information systems and Information
Technology (IT) outsourcing services. IT is used as the center of business initiatives such as
reengineering, knowledge management, and the creation of electronics channels for distribution,
ensuring regular sales and delivery to their customers (Loon & Chik, 2019).
In conclusion, KFC has been able to reap more due to its capacity to organize and use its
expertise to outsource with the vast knowledge of the local markets to best cater to their needs.
KFC achieving to use sustainable competitive advantage and strategic planning, core
competency, and outsourcing have contributed much to the company's growth worldwide as it is
a gauge for business success.
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References
Atinkut, H. B., Tingwu, Y., Gebisa, B., Qin, S., Assefa, K., Yazie, B., ... & Mirie, T. (2018).
Factors influencing consumers choice of street-foods and fast-foods in China. African
Journal of Marketing Management, 10(4), 28-39.
Loon, M., & Chik, R. (2019). Efficiency-centered, innovation-enabling business models of high
tech SMEs: Evidence from Hong Kong. Asia Pacific Journal of Management, 36(1), 87-
111.
Rajawat, A., Kee, D. M. H., Malik, M. Z. B. A., Yassin, M. A. Q. B. M., Shaffie, M. S. I. B. A.,
Fuaat, M. H. B., ... & Santoso, M. E. J. (2020). Factors: responsible for McDonald's
performance. Journal of the Community Development in Asia (JCDA), 3(2), 11-17.
Shikemeni, N. E. (2020). International tourists' perceptions and experiences of local food in
Cape Town (Doctoral dissertation, Cape Peninsula University of Technology).
Teece, D. J. (2017). Dynamic capabilities and the multinational enterprise. In globalization (pp.
105-129). Springer, Berlin, Heidelberg.
Tien, N. H. (2019). Customization and Standardization of the Business Strategy of Foreign
Enterprises in Vietnam–the McDonald's Case and the Fast Food Sector. ". International
Journal of Research in Marketing Management and Sales, 1(2), 44-50.
