KFC-JAPAN MARKETING STRATEGY : PART

KFC-JAPAN MARKETING STRATEGY : PART TWO

Loy Weston, head of KFC-Japanese executive vice president, planned the company’s entry into the market with great care. As restaurants were added, they continued to run some, but many were run by Japanese franchisees, people who had bought licenses from KFC. From the central office, Weston and Okuhara directed efforts in advertising, training, and adapting to local traditions…
Two devices – one dictated by Japanese custom, the other a brainchild of Weston’s – marked KFC’s on – site promotional strategy. Every restaurant in Japan displays models of the food it serves in glass display cases near the door … Factories specializing in manufacturing the models… provided KFC with a thirteen piece set of chicken for eighty-five dollars each. Every store had to have one.
Every store also got a life-size statue of Colonel Sanders himself to put on the side walk outside the door. These were Weston’s idea… Respected brand names and authenticity are highly valued in Japan, and the move made KFC outlets instantly recognizable.
Kentucky Fried Chicken in Japan spends $5 million alone. The account is handled by a joint venture, this one between Japanese advertising firm and the McCann-Erickson agency.
Another aspect of the company’s marketing effort is its extensive training of employees. When they start, they get nine days of basic operation training and four days of on-the-job training… The purpose of the training is not only to develop skills but also to create company loyalty. Every morning KFC employees all over Japan repeat the company pledge. The franchises, who pay KFC a 10,000 licensing fee plus 4 percent of their yearly gross, are similarly imbued with company spirt, thought in a more relaxed atmosphere. Every year they are invited to an elegant restaurant, at company expense, the night of the annual KFC convention. The $9,000 this event costs is considered a worthwhile expense.
Before opening a restaurant, the Japanese pursue a well-established strategy of personal selling. Capitalizing on the social nature of much of Japanese business, KFC representatives pay calls on local around an outlet. The store’s managers introduce themselves to the other businessmen, offering gifts of smoked chicken and discount coupons for opening day….
Beyond its marketing expertise KFC had one more asset apparently working for it : local superstition. “KFC’s buildings are shaped like pagodas,” Weston explains, “and our company colors are red and white, Japan’s national colors that stand for happiness. And we usually try to open our new stores on one of twelve lucky days in the Japanese calendar. Once, because three is a lucky number, we opened three stores on March 3, the third day of the third month.”

結果 (中文) 1:

肯德基日本营销策略: 第二部分劳埃韦斯顿，肯德基日本执行副总裁，主管计划公司的进入市场非常谨慎。由于增加了餐馆，他们继续运行一些，但很多由日本的加盟商，从肯德基买了许可证的人。从中央办公室，韦斯顿和亿原定向广告、 培训和适应当地传统的努力......两个设备 — — 一个由日本的风俗，另拥有的韦斯顿 — — 上标有肯德基的 — — 网站推广策略。每一家日本餐馆在门边的玻璃陈列柜显示模型的食物的品质......工厂专业生产模型...提供肯德基鸡一十三件套为八十五块美金。每个商店都必须有一个。每个商店也得到了真人大小的雕像，桑德斯上校自己穿上一边走一边在门外。这些都是韦斯顿的想法...受人尊敬的品牌名称和真实性高度重视在日本，和这一举动使 KFC 分店就能认出。日本肯德基花费 $ 500 万单。该帐户由一家合资企业，这一家日本广告公司和麦肯世界集团机构之间。公司的营销努力的另一个方面是其广泛的培训的员工。当他们开始时，他们得到九天的基本操作培训和在职培训四天......培训的目的是不仅要发展技能，还要创建对公司的忠诚度。日本每早晨肯德基员工重复公司承诺。专营权，肯德基支付许可费再加上 4%的年度总额 10000，同样充满了公司的精神，认为在一个更轻松的气氛。每年他们被邀请到环境优雅的餐厅，公司自费，肯德基年会之夜。$9,000 这个事件成本被认为是值得的费用。开一家餐馆前, 日本追求个人销售既定的战略。利用很多日本企业的社会性质，肯德基代表拜访当地周围的插座上。商店的经理们把自己介绍给其他商人，为开放日，为熏鸡和折扣券的礼物......其市场营销专长之外肯德基有一更多资产显然为它工作: 当地的迷信。"肯德基的建筑形如宝塔，"韦斯顿解释说，"和我们公司的颜色是红色和白色，站在幸福的日本的民族色彩。我们通常尝试打开我们的新店在日本日历中十二个幸运的日子之一。有一次，因为三是个幸运的号码，我们开三家店在 3 月 3 日，第三个月的第三天。

結果 (中文) 2:

KFC-JAPAN营销战略：第二部分洛伊韦斯顿，肯德基日执行副总裁的负责人，策划公司进入该市场非常谨慎。餐馆增加了，他们继续运行一些，但许多被日本特许经营，谁曾从肯德基购买了许可人经营。从中央办公室，韦斯顿和Okuhara定向广告，培训工作，并适应当地的传统...... 两个设备-一个由日本风俗决定的，韦斯顿的其他心血结晶-标志着肯德基在-现场宣传策略。在日本每一个餐厅显示其服务在靠近门玻璃展示柜的食品模型......工厂专业生产的车型......肯德基提供有一个十三件套鸡为每个85美元。每个商店必须有一个。每个商店也得到了山德士上校本人的真人大小的雕像放在门外的人行道。这些是韦斯顿的想法...尊敬的品牌名称和可靠性的高度重视，在日本，与移动发肯德基店一眼就能识别。肯德基在日本花了$ 5万美元孤单。该账户是由一家合资企业，这其中日本的广告公司和麦肯机构之间处理的。公司的营销努力的另一个方面是其丰富的员工培训。当他们开始，他们得到九天基本操作训练四天的在职训练......训练的目的不仅是为了发展技能也能创造企业的忠诚度。每天早上，肯德基员工遍布日本重申了公司的承诺。该专营权，谁付出肯德基10000许可费加上他们每年总值的4％，也同样充满了公司喷出，认为在一个更宽松的氛围。每年，他们被邀请到一个优雅的餐厅，费用由公司负责，每年肯德基公约的夜晚。在$ 9,000个此事件的成本被认为是值得的代价。以前开一家餐馆，日本推行一套行之有效的人员推销的策略。资本化的多日本企业的社会性质，肯德基代表支付当地周围的插座电话。这家店的经理介绍自己给其他商人，提供熏鸡和折扣券的礼物开幕日...... 除了其营销专长肯德基有一个更多的资产显然为它工作：当地的迷信。“肯德基的建筑形似宝塔，”韦斯顿解释说，“我们公司的颜色是红色和白色，日本国家的颜色，代表幸福。而我们通常尝试在日本日历打开我们的新店在一十二个幸运的日子。有一次，因为三是一个幸运数字，我们开了三家门店在3月3日，在第三个月的第三天。“