In the Harvard Business Review article KFCs Radical Approach to China by David

In the harvard business review article kfcs radical

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In the Harvard Business Review article KFC’s Radical Approach to China by David Bell, it explains how KFC has perfected a training routine for their managers and customers. The company prides itself on excellent customer service, therefore, they must have etiquette employees. New trainees at the establishment “ have to learn basic people skills and teamwork” which makes the restaurant so different from other fast food chains. They often bring in employees and managers who are accustomed to the area and culture to insure a more pleasant experience. KFC went into the multinational market with one goal, and that was to be there for a long term presence. In order to make this happen, they would have to incorporate local managers that could help build the organization. Heavy localization has shown its effects, and resulted in a confident and dynamic establishment. The idea of merging into a culture is not easy, but KFC China succeeded in becoming the largest fast food chain in the nation. They were able to educate themselves on the society and what is necessary to fit in there using local employees and managers. Other chains, such as McDonalds and Dominos Pizza fail to do this at the rate KFC
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