Personal and professional development Essay Example | Topics and Well Written Essays - 6750 words

Individual and expert turn of events - Essay Example Life is an excursion of a self-disclosure. I can’t accept how far I’ve come thinking about my adolescence on the little Japanese island of Okinawa. In the wake of spending a lot of youthful grown-up life in the United States, in any case, my ongoing come back to Okinawa carried me to terms with the significance of my legacy. Okinawa reliably positioned as a main famous goal for the Japanese household vacationer. In 2009, the prefecture recorded about 6 million guests, near that of Hawaii’s number. Shockingly, during my residency at the Okinawa Convention and Visitors Bureau (OCVB), open goal promoting association, be that as it may, just 3 percent of vacationers were worldwide guests. It isn't modest representation of the truth to state that Okinawa’s excellence is for all intents and purposes obscure to the outside world. I started to comprehend that Okinawa required more individuals with refined business sharpness to adequately help in metropolitan advancement on numerous events particularly during special exercises, for example, tradeshows and meetings. Wild rivalry drove by remote speculation brought about the buyout of significant lodging properties in Okinawa. I was lucky to have the option to participate in gatherings with profoundly vivacious and amazingly brilliant officials. They reliably showed incredible enterprise and I perceived that my advanced degree had not readied me to direct business on the senior level. Little island economies, for example, Okinawa, the travel industry turns into the most significant business, representing 20-70% of the present outside receipts. With an end goal to reinforce the business and with new approaches known as â€Å" Visit Okinawa Program† in monetary year of 2010, the prefecture set an objective of drawing in 10 million voyagers and creating

buy custom PepsiCo essay

purchase custom PepsiCo article PepsiCo is an American worldwide company that framed in 1965 with the merger of Pepsi-Cola and Frito-Lay, Inc. what's more, manages creation, showcasing, and dispersion of drinks and grain based nibble nourishments. PepsiCo has its central command in Harrison, New York with its quality in four significant divisions (PepsiCo Inc., 2010). In 2009, PepsiCo Americas Foods, which bargains in nourishments and snacks in North and South America, contributed 43% of the absolute PepsiCo net benefit (PepsiCo Inc., 2010).. There is likewise PepsiCo America Beverages, a division that business sectors both carbonated and non-carbonated drinks in North and South America. Different divisions incorporate PepsiCo Europe and PepsiCo Asia, Middle East and Africa. Universally, the organization is the second biggest food and refreshments organization and it works in excess of 200 nations (Marshall, 2010). In 2009, PepsiCo gathered absolute income of $43.3 billion, and was evaluated the biggest food and re freshments organization in North America. Pepsi Corporation circulates various brands, the key ones being those that produce yearly deals of more than $1 billion each. These brands incorporate Pepsi-Cola, 7Up, Fritos Mountain Dew, Gatorade, Doritos, Pepsi Max, Quaker Foods, Tropicana Cheetos, Miranda, Ruffles, Aquafina, Tostitos, Sierra Mist, Walkers, and Lays Lipton (UBM, 2010). In the midst of dispersion of the brands, PepsiCo takes part in altruistic exercises and natural protection programs like water use in U.S, India and U.K, bundling and reusing, vitality utilization just as pesticide guideline in India to guarantee that the earth and the accessible assets are used appropriately. PepsiCos headway in web based business has been clear, and that is the focal point of this report (Romanik, 2007). Changing to web based business includes completely understanding the ordinary disconnected exchanges and applying the principals of electronic subsidizes move and electronic information trade. Online business additionally incorporates Internet advertising and stock administration frameworks through the World Wide Web, particularly for virtual things. Changing to web based business involves total redesign of showcasing procedures to oblige new web promoting techniques, electronic installments and preparing of workers to coordinate the new electronic trade and business. PepsiCos selection of web based business prompted the joint effort with Yahoo. In the arrangement, PepsiCo would advance Yahoo on 1.5 billion soda pops bottles showed in 50,000 stoes (Business Day, 2000). Consequently, Yahoo would advance PepsiCo items on Yahoo cobranded site called Pepsistuff.com (Gerstman Meyers, 2002). This advancement began in August 2000 and has since prompted promotion cost minimization because of its capacity to contact more individuals at prior through the site (Business Day, 2000). What doesn't work, as indicated by Burwick, PepsiCos previous showcasing director, is a promoting approach on TV that in his view just engages and moves. In any case, Burwick takes note of that web promotion on the site gives a stage to collaboration, which is a progressively dynamic encounter that is probably going to have an increasingly positive effect on deals (Business Day, 2000). This web promotion that included music destinations, pennant notice and web sweepstakes and trade course of action with Yahoo, helped PepsiCo set up unwaveringness among its clients, more noteworthy brand presentation among its purchasers under 25 years of age and simultaneously got pertinent information that empowered the organization react to client requests. Pepsi likewise utilizes the extranet methodology where clients streak their names and proceed with the showcasing endeavors of tweaking sites. Other than its sites, PepsiCo has as of now maintained its web based business procedure on Twitter, Facebook, and YouTube, which are social destinations that give association chances to a large number of potential clients around the globe. This has improved prominence of the organizations 19 significant brands in all the four districts, and added to the income gathered in 2009. Showcasing the items assumes a significant job in the purchaser merchandise organizations that devour $40 billion every year on non-web promoting. Web based business in such manner assumes a fundamental job in advertising, appropriation, gracefully chain the board, requesting and conveying of the items to the customers in all the four significant districts. This technique helps PepsiCo take out mediators in its business since shoppers can arrange items straightforwardly. The organization can likewise utilize flags on website pages to pass on the data about its items. Be that as it may, this has been inspiring reactions that pennants are excessively little and breaking point the measure of data that can be passed on through them. Other than Pepsistuff.com, PepsiCo additionally utilizes its site in giving data to every one of its clients and potential clients on the accessible items and the requesting and buying techniques just as the charges required for conveyances (Gerstman Meyers, 2002). The technique of e-business is diverse, is progressively centered around these inner procedures (Romanik, 2007). Its goal is to lessen costs while improving effectiveness, just as diminishing expenses while improving profitability. E-business incorporates web based business, and both location interior procedures and innovative framework like application servers, security, databases, and heritage frameworks. Online business and e-business include producing new worth chains in the midst of partners, for example, an organization like PepsiCo and its customers. PepsiCo at first utilized non-web promotion that included high effect TV recognizes that were set up to bring out enthusiastic response among its clients, engaging hardship clients to buy. The organization likewise negligibly utilized PowerPoint introductions of its items to that are flashed on the sites. As per Hill Jones (2008), PepsiCo changed its plan of action and the way in which it separated its item. Prior to appropriation of the online business activity, PepsiCo completely relied upon five districts that incorporate North America, South America, Europe, and Asia locales (counting India) in assembling, promoting, and conveying. These exercises comprised manual disconnected exchanges (Heinecke, 2011). Any progressions to the plan of action were required by presentation of the e-Business activity. The promoting, requesting, stock administration techniques, and the installment strategies changed to embrace online business strategies. These required change in PepsiCos association structure and decrease of promoting staff and the expense of ad diminished by almost 20% in 2010 (Heinecke, 2011). Through e-business, PepsiCo had the option to successfully cut human blunders and avoid uneconomical duplications of obligations that increase the value of the business. Thusly, this spared the organization business time, titanic measures of assets. The presentation of web based business into PepsiCo additionally improved the speed, exactness, and effectiveness in which procedures are completed in the organization, prompting expanded efficiency. E-business ensures capability in correspondence inside PepsiCo and lessens turnaround time in requesting, conveyance, and installment of items, just as cultivating quicker dynamic procedure. The systems administration achieved by the utilization of Internet administrations allowed PepsiCo a chance to effectively think about and rate its items against those from its rivals as far as quality, accessibility, and valuing. Purchase custom PepsiCo exposition

The Link Between PTSD and Headaches

The Link Between PTSD and Headaches PTSD Related Conditions Print The Link Between PTSD and Headaches By Matthew Tull, PhD twitter Matthew Tull, PhD is a professor of psychology at the University of Toledo, specializing in post-traumatic stress disorder. Learn about our editorial policy Matthew Tull, PhD Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on January 03, 2020 Post-Traumatic Stress Disorder Overview Symptoms & Diagnosis Causes & Risk Factors Treatment Living With In Children ONOKY - Eric Audras / Getty Images Few people talk about it, but there is a reason to believe that post-traumatic stress disorder (PTSD) and headaches frequently co-occur. Even though headaches have received much less attention among mental health professionals than other problems in PTSD, the connection between PTSD and headaches makes sense. If you have PTSD, you are at a higher risk of developing a number of different physical health problems, such as diabetes, obesity, heart disease, and pain. When it comes to pain in particular, for example, 20 to 30 percent of people with PTSD have been found to report problems with pain. When it comes to headaches, patients with migraine or tension headaches report high rates of exposure to traumatic events. In addition, about 17% have symptoms consistent with a PTSD diagnosis. Another study found that 32 percent of OEF/OIF veterans with PTSD say that they have problems with headaches. The Connection Between PTSD and Headaches It is not entirely clear why people with PTSD may be more likely to experience problems with headaches. However, stress has been linked to the occurrence of headaches, and the symptoms of PTSD can definitely contribute to very high levels of stress and emotional strain. In addition, headache patients tend to have more stressful events in their daily lives. PTSD can significantly interfere with many aspects of a person’s life, including work and relationships. This fact likely causes more stress, increasing the likelihood of headaches. In some cases, the type of traumatic event a person with PTSD has experienced may increase the likelihood of headaches. For example, if you were in an accident or situation where you experienced a head injury or a traumatic brain injury, you may be more likely to experience problems with headaches. In fact, OEF/OIF veterans are exhibiting high rates of traumatic brain injuries, which may account for the number of headaches reported by OEF/OIF veterans with PTSD. How to Manage Headaches If you have PTSD and are experiencing significant problems with headaches, it is important to visit with a doctor to discuss what your options are in terms of treatment. You can learn more about the different types of headaches, how they are diagnosed, and options for treatment. Given that high levels of stress are associated with headaches, it can also be important to put into action coping skills focused on reducing stress. There are several effective and healthy coping strategies for reducing stress if you have PTSD. Not only may these coping strategies help with their headaches, but they can also help minimize other stress-related problems, such as anxiety and depression. PTSD: Coping, Support, and Living Well

Death of a Salesman by Arthur Miller - 1344 Words

Since the beginning of the Industrial Age, Americans have idealized the journey towards economic success. One thing people do not realize, however, is that journey is not the same for every individual. Media often leads its viewers toward a â€Å"one size fits all† version of success that may help themselves, but will rarely help the viewers. This is seen in Arthur Miller’s Death of a Salesman. Miller includes multiple instances of symbolism and personification to reveal to the reader the situational irony in Willy’s life, underlining the theme of self-deception in regard to the American Dream. This American Dream, fueled by money, is the main source of anxiety in Willy’s life. The anxiety of income is reflected today in the issue of minimum†¦show more content†¦The only other person besides his family at his funeral is Charlie (103). Another one of the reasons Willy commits suicide is for the insurance money, so that he can provide for his family , something he felt he had been failing to do. Insurance does not cover suicide, though. Also, the day of his funeral marked the last payment on the house. When he finally has something that is fully his, he is not there to experience it. Money, the main theme of the American Dream, causes high tension among individuals, especially on the most recent controversy of minimum wage. The minimum wage was established in America in 1938 under the Fair Labor Standards Act (U.S. Department of Labor). It started the minimum wage at $0.25/hour. Currently, it is $7.25/hour. States are able to set their own minimum wages if they like, but it cannot be lower than the national wage. The issue at debate here is whether to raise the national minimum wage, or leave it as it is. Those for raising the bill have several arguing points. Their main point is that $7.25 is not enough for someone to live off of. Most minimum wage jobs today become full time careers for the employees, those who were unable to afford college or for some reason or another will not be able to find a salary based job. In 2011, 3.8 million people earned the minimum wage. Half of those people were age 25 or older (U.S. Department of Labor). Unless they are in graduate school, most people have found their career by then.Show MoreRelatedDeath Of A Salesman By Arthur Miller1387 Words   |  6 PagesAmerican play-write Arthur Miller, is undoubtedly Death of a Salesman. Arthur Miller wrote Death of a Salesman in 1949 at the time when America was evolving into an economic powerhouse. Arthur Miller critiques the system of capitalism and he also tells of the reality of the American Dream. Not only does he do these things, but he brings to light the idea of the dysfunctional family. Death of a Sa lesman is one of America’s saddest tragedies. In Arthur Miller’s, Death of a Salesman, three major eventsRead MoreDeath Of A Salesman By Arthur Miller888 Words   |  4 PagesDeath of a Salesman† is a play written by Arthur Miller in the year 1949. The play revolves around a desperate salesman, Willy Loman. Loman is delusioned and most of the things he does make him to appear as a man who is living in his own world away from other people. He is disturbed by the fact that he cannot let go his former self. His wife Linda is sad and lonely; his youngest son Biff is presented as a swinger/player while his eldest son Happy appears anti-business and confused by the behaviorRead MoreDeath Of A Salesman By Arthur Miller1573 Words   |  7 Pagesrepresents a character with a tragic flaw leading to his downfall. In addition, in traditional tragedy, the main character falls from high authority and often it is predetermined by fate, while the audience experiences catharsis (Bloom 2). Arthur Miller’s play Death of a Salesman is considered to be a tragedy because this literary work has some of the main characteristics of the tragedy genre. In this play, the main character Willy Loman possesses such traits and behaviors that lead to his downfall, and theRead MoreDeath of Salesman by Arthur Miller972 Words   |  4 PagesIn the play Death of a Salesman by the playwright Arthur Miller, the use of names is significant to the characters themselves. Many playwrights and authors use names in their works to make a connection between the reader and the main idea of their work. Arthur Miller uses names in this play extraordinarily. Not only does Miller use the names to get readers to correlate them with the main idea of the play, but he also uses names to provide some irony to the play. Miller uses the meanings of someRead MoreDeath Of A Salesman By Arthur Miller1628 Words   |  7 PagesArthur Miller wrote the Pulitzer Prize winning play Death of a Sa lesman in 1949. The play inflated the myth of the American Dream of prosperity and recognition, that hard work and integrity brings, but the play compels the world to see the ugly truth that capitalism and the materialistic world distort honesty and moral ethics. The play is a guide toward contemporary themes foreseen of the twentieth century, which are veiled with greed, power, and betrayal. Miller’s influence with the play spreadRead MoreDeath Of A Salesman By Arthur Miller949 Words   |  4 PagesDeath of a Salesman can be described as modern tragedy portraying the remaining days in the life of Willy Loman. This story is very complex, not only because of it’s use of past and present, but because of Willy’s lies that have continued to spiral out of control throughout his life. Arthur Miller puts a modern twist on Aristotle’s definition of ancient Greek tragedy when Willy Loman’s life story directly identifies the fatal flaw of the â€Å"American Dream†. Willy Loman’s tragic flaw can be recappedRead MoreThe Death Of A Salesman By Arthur Miller846 Words   |  4 PagesA Dime a Dozen The Death of a Salesman is a tragedy written by playwright Arthur Miller and told in the third person limited view. The play involves four main characters, Biff, Happy, Linda, and Willy Loman, an ordinary family trying to live the American Dream. Throughout the play however, the family begins to show that through their endeavors to live the American Dream, they are only hurting their selves. The play begins by hinting at Willy’s suicidal attempts as the play begins with Linda askingRead MoreDeath Of A Salesman By Arthur Miller Essay2538 Words   |  11 PagesSurname 1 McCain Student’s Name: Instructor’s Name: Course: Date: Death of a Salesman Death of a salesman is a literature play written by American author Arthur Miller. The play was first published in the year 1949 and premiered on Broadway in the same year. Since then, it has had several performances. It has also received a lot of accordances and won numerous awards for its literature merit including the coveted Pulitzer for drama. The play is regarded by many critics as the perfectRead MoreDeath Of A Salesman By Arthur Miller2081 Words   |  9 Pages#1 â€Å"Death of a Salesman† by Arthur Miller is a tragedy, this play has only two acts and does not include scenes in the acts. Instead of cutting from scene to scene, there is a description of how the lighting focuses on a different place or time-period, which from there, they continue on in a different setting. The play doesn’t go in chronological order. A lot of the play is present in Willy’s flashbacks or memories of events. This provides an explanation of why the characters are acting a certainRead MoreDeath Of Salesman By Arthur Miller1475 Words   |  6 Pagesto death to achieve their so- called American dream. They live alone and there is no love of parents and siblings. They may have not noticed the America dream costs them so much, which will cause a bigger regret later. In the play Death of Salesman, Arthur Miller brings a great story of a man who is at very older age and still works hard to achieve his desire, which is the American dream. Later, he no tices that his youth is gone and there is less energy in his body. Willy Loman is a salesman, who

Juvenile System vs Adult System - 609 Words

My thoughts on this subject are pretty limited in reference to the similarities and differences between the juvenile and adult justice systems. What I have known is that in Colorado anyone under the age of 18 is considered a juvenile and if they commit a crime and if they are charged they go to a juvenile facility. Depending on the seriousness of the charge determines if they would be held or released to their parents. I believe their parents must be notified and present when they are advised of their rights and questioned. After reading the text, there is a lot more to the differences then I realized, the text points out (Schmalleger, 2013) points out that the biggest similarities is in the area of due process, it states: â€Å" That both†¦show more content†¦Upper Saddle River, NJ: Pearson EducationShow MoreRelatedJuvenile vs Adult Justice System Essay989 Words   |  4 PagesAdult Justice v Juvenile Justice System There is no question that if a person is involved in any type of crime they will at some time make their way through the justice system. However, when that person is an adolescent they will go through the juvenile justice system, as an adult would go through the adult justice system. Even though the crimes of each can be of the same manner or hold the same severity the punishment results can differ. The main reason for having the two different justiceRead MoreEssay on Adult Justice System vs. Juvenile Justice System1145 Words   |  5 PagesAdult Justice System vs. Juvenile Justice System Versus CJ150: Juvenile Delinquency Josh Skaggs There are many similarities and differences between the adult and juvenile justice systems. Although juvenile crimes have increased in violence and intensity in the last decade, there is still enough difference between the two legal proceedings, and the behaviors themselves, to keep the systems separated. There is room for changes in each structure. However, we cannot treat/punish juvenileRead MoreJuvenile Vs Juvenile915 Words   |  4 PagesJuvenile v. Adult Corrections Juvenile delinquents use to not face police or a correction system, only the fear and punishment of their families. However, as the juvenile delinquents aged they were faced with harsher punishments, but it was not until the 1800s reformers started looking for ways to teach values and built asylum and training schools. Then the concept of parens patriae occurred to establish the right to intervene in a child’s life when there were issues (Siegel, 2016). The next majorRead MoreShould The Texas Criminal Justice System Be Legal?1375 Words   |  6 Pagesknown to have a strict criminal justice system. The justice system in Texas used to hang criminals for serious crimes they were convicted of doing. Texas has never been faced with the question we face them with today. Should the Texas criminal justice system be able to charge juveniles as adults in trials when faced with serious charges? Prosecutors are using both sides of this argument to their advantage. In Texas, the Juvenile Law states that, â€Å"a juvenile is defined as a person who is not old enoughRead MoreJuvenile Rehabilitation: Adult Prison vs. Juvenile Incarceration1703 Words   |  7 PagesJuvenile Rehabilitation: Adult Prisons vs. Juvenile Incarceration Maureen Fries-Labra English 122 Anna Hopson December 14, 2009 Juvenile Rehabilitation: Adult Prisons vs. Juvenile Incarceration The criminal justice system has a branch for juvenile offenders. Established in the early twentieth century; it is the responsibility of this division to decide the fates of youthful offenders. This is administered by family court with support of social workers and family. With the increased numberRead MoreJuvenile Violent Crime And Juvenile Crime Rates1720 Words   |  7 Pagespunishments as adults, depending on the crime they committed. Punishments even included death if the juvenile was deemed to be past the point of help. Later on courts were geared more towards rehabilitation than punishment. Reform movements came along and parents could send their children off to reformatories to live and work as part of their rehabilitation. Due to poor living and working conditions many of these places were closed down. Soon after the Progressive Era, the first juvenile court system was openedRead MoreJuvenile Delinquency Prevention Act Of 19741576 Words   |  7 Pagesexploring the internet on juvenile delinquents. We as a class have had many good questions to answer about the different ways juveniles are treated, and what the correct or incorrect treatment is for juveniles. We have written many papers and had many discussion on historical milestones, landmark cases, adult courts, juvenile courts, probation and parole, detention centers and juvenile training programs. This semester has really changed the way that I look at juvenile delinquents. Three historicalRead MoreJuveniles and The Death Penalty Essay1604 Words   |  7 PagesJuveniles and The Death Penalty *No Works Cited One of the most controversial issues in the rights of juveniles today is addressed in the question, Should the death penalty be applied to juveniles? For nearly a century the juvenile courts have existed to shield the majority of juvenile offenders from the full weight of criminal law and to protect their entitled special rights and immunities. In the case of kent vs. United states in 1996, Justice Fortas stated some of these special rightsRead MoreSimilarities and Differences Between the Juvenile Justice and Adult Criminal System835 Words   |  4 PagesRunning Head: JUVENILE V. CRIMINAL 1 Juvenile Justice System V. Criminal Justice System Ronda Cauchon CJ150-01 Professor Abreu Kaplan University October 9, 2012 JUVENILE V CRIMINAL 2 Juvenile Justice System V. Criminal Justice System In the earliest of times, juvenile offenders were treated theRead MoreJuvenile Rights1125 Words   |  5 PagesJUVENILE RIGHTS 1 Juvenile Rights Kimberly Burrows CRJ 301 Farrell Binder April 11, 2011 JUVENILE RIGHTS 2 Juveniles have different rights at the time of arrest then adults have. There are also additional protections for juveniles that adults don’t have. In this paper I will compare and contrast the additional protections afforded to juveniles as compared to adult offenders, I will discuss a juveniles rights at the time of arrest, and my opinion on whether or not

Kfc and the Global Fast-Food Industry in 2003-2004 Free Essays

KFC and the Global Fast-Food Industry in 2003-2004 Course: MGT 710 [pic] 1. Executive Summary This paper analyzes the market situation of the major U. S. We will write a custom essay sample on Kfc and the Global Fast-Food Industry in 2003-2004 or any similar topic only for you Order Now fast-food firms in Latin America in 2004 from the perspective of the KFC Corporation. By analyzing political, economic, cultural, logistical, and competitive forces, a potential strategy for KFC to successfully establish a strong position in Central and South America is proposed. Through a thorough analysis, it was determined that KFC should establish wholly-owned subsidiaries in Mexico and Brazil to manage operations in Central and South America, respectively. After a strong position is established in these countries, KFC should then open franchises in Central America, Argentina, Colombia, Venezuela, and Chile. 2. Problem 1. Expanding into Latin America From 1993 to 2002, KFC dominated the chicken segment of the U. S. fast-food market. Their market share, however, decreased by 13. 4% over that 10 year period (Exhibit 4, 553). As the fast-food market matured, firms began to focus on globalization to continue growth. By early 2004, 56% of KFC’s restaurants were outside of the U. S. (558). Their initial focus was on Mexico, Puerto Rico, and the Caribbean, where they established dominance among competitors. Their struggle was in expanding beyond those markets. In their attempt to expand into Central and South America, KFC was met with many challenges. Many Latin American markets had not adopted the fast-food concept and preferred a more leisurely dining experience. The intense competition with major U. S. fast-food chains made it very risky to enter a new market. The geographic distance from the corporate offices made it difficult to control standards and quality. To continue growth, KFC would have to develop a strategy to overcome these obstacles and expand into these markets. 2. Strengthening position in Central America KFC initially expanded into Mexico, Puerto Rico, and the Caribbean due to geographic proximity and existing political and economic ties to the U. S. They were able to establish dominance in these markets because they had first-mover advantage and the local cultures accepted the fast-food concept. To further expand into Central America, KFC will have to develop a strategy to leverage their strong positions in Mexico and the Caribbean. They will have to consider factors such as the business model, global integration, national responsiveness, and mitigating risk. 3. Breaking into South America KFC had attempted to enter Brazil, with limited success. Political, economic, and cultural challenges had prevented KFC from gaining a foothold, and subsequently forced them to pull out of the market. Other countries in South America had little competitive presence, but had significant barriers to entry. In addition, the farther away the countries are from the corporate offices, the more expensive and logistically difficult the operation becomes. To enter these markets, KFC would have to carefully weigh its options to establish a presence and mitigate risk. 3. Analysis 1. Industry analysis 1. Basic economic characteristics Latin America is home to more than 550 million people. It has an aggregate GDP of more than $4 trillion. Figure 1 shows that Brazil and Mexico have the highest GDP. However, Argentina, Chile, and Costa Rica have the highest GDP per capita. [pic] Figure 1 – Latin America GDP (Source: http://en. wikipedia. org/wiki/Latin_America) 2. Competition In general, Central America and Brazil are the markets most penetrated by the large U. S. fast-food chains. McDonald’s is the dominant competitor in Latin America, with 584 stores in Brazil, 261 stores in Mexico, and 203 stores in Argentina. KFC follows with 274 stores in Mexico and 134 stores in the Caribbean. Burger King operates 163 stores in Puerto Rico and 154 stores in Mexico. Wendy’s only operates 143 stores in all of Latin America (Exhibit 6, 559). To assess the competitive landscape, Porter’s Five Forces model can be used, as shown in Figure 2. For KFC, the highest levels of competitive rivalry are in Central America and Brazil. Most of South America, with the exception of Brazil, has relatively low penetration. The threat of new entrants is high within any market, as all of the major competitors are vying for the same markets. The threat of substitute products is also generally high, since fast-food chains must compete with established local restaurants that already cater to the local tastes and customs. The bargaining power of customers is medium in more developed countries such as Brazil, Mexico, and Argentina where customers are less price sensitive. In less developed Latin American countries, however, the bargaining power is high where most customers cannot afford high prices. The bargaining power of suppliers is medium in most countries where there aren’t a large amount of imports, but high in countries like Mexico and Brazil. [pic] Figure 2 – Porter’s Five Forces (Source: http://en. wikipedia. org/wiki/Porter_5_forces_analysis) 3. Factors driving change As Latin American countries become more developed, they begin to adopt more global brands. As the internet penetrates these markets, users become exposed to global brands. Cultures begin to change as the world becomes a global market. While they do maintain local tastes and values, people begin to separate from traditions and become more modern. As economies become more developed, people begin to adopt the on-the-go lifestyle that we are accustomed to in the U. S. As countries like the U. S. drive globalization to foreign markets, trade barriers are often removed and countries begin to adopt foreign firms. 4. Relative strength of firms As previously stated, McDonald’s has the strongest position with 1,605 stores in Latin America. KFC follows with 650 stores, followed by Burger King and Wendy’s. McDonald’s is dominant in South America, while KFC controls Central America. 5. Rivals’ next moves The most significant acquisition of note is McDonald’s purchase of Boston Market in 2000. Boston Market caters to the growing trend for healthy fast-food, as well as the casual, sit-down atmosphere that is popular in Latin America. While Boston Market does not have any presence in Latin America, McDonald’s could decide to leverage existing resources to expand there. 6. Critical success factors All franchise corporations are concerned with standards and consistency between units. While certain factors can differ from one region to the next, a general level of consistency is needed with regards to product quality and taste. It is critical that service and cleanliness are upheld to a high level of quality. Particularly in Latin American markets, the menus may need to be diversified and incorporate local flavors. With the great distance between Latin American markets and corporate headquarters, effectively executing logistics, distribution, and operations is critical to success. Effectively managing resources and keeping costs low will also be critical when entering new markets. With the political and economic events that may occur, the firm must be resilient to changes in the economy and trade regulations. Firms should seek to establish relationships with local governments in order to protect their interests abroad. 2. Strategic planning for foreign market entry 1. Identifying company’s objective in foreign market entry The first step in developing KFC’s Latin American strategy is to identify the objectives for entering new markets. Some reasons to enter new markets would be to exploit an untapped market, obtain a competitive advantage, secure essential raw materials and distribution channels, and cutting costs by employing inexpensive labor. Currently, KFC has a large presence in Mexico and the Caribbean. This gives them a launching point to enter nearby markets. The nearby Central American countries have a relatively low presence from the large fast-food firms. The Central American region is home to approximately 40 million people. According to Figure 1, the Central American nations have a GDP of approximately $173 billion. This region has a considerably sized market, relatively low penetration, and proximity to KFC’s large presence in Mexico, making it ideal for entry. Brazil is the largest and most coveted market in Latin America. Unfortunately, McDonald’s has a large competitive advantage with 584 stores. KFC has failed in the past to enter this market, but the opportunity is still there. Establishing a position in this market would allow KFC to power investments in other South American markets. While they may not be able to dominate the market, it is a strategic location that would act as the locus for all South American operations. Argentina and Chile have $445B and $161B GDP, respectively, making them large attractive markets. They also have the highest GDP per capita in Latin America. While McDonald’s has a relatively strong position in these countries, there should still be opportunity for KFC to capitalize on. Other South American countries, such as Paraguay, and Uruguay, Have little competitive presence and a relatively low GDP. These countries may not have strategic value to the company. 2. Preliminary country screening After determining the objectives for each country, an analysis of advantages and attractiveness can be performed. To determine national competitive advantages, Porter’s diamond model is used, shown in Figure 3. Mexico, Brazil, Argentina, Colombia, and Chile stand out as the most developed Latin American countries. This indicates that advanced factor endowments such as infrastructure, skilled labor, and technology should be readily available. Demand conditions should also be most favorable in the countries with the highest GDP, as an active economy tends to increase demand for on-the-go meals. The most significant supporting industry is the poultry industry. According to the USDA, Brazil, Mexico, and Argentina have the largest poultry industries in the region. [pic] Figure 3 – National Competitive Advantage (Source: http://www. teagasc. ie/research/reports/foodprocessing/4984/eopr-4984. htm) 3. Risks in foreign markets In all Latin American countries, there is a high degree of political risk, due to the propensity of corruption and instability in governments. This is apparent even in the more developed Latin American countries. Many Latin American countries restrict the import of foreign goods, or give preferential treatment to adjacent countries. In addition, the distance from existing production and distribution channels imposes a great risk to the supply of goods to the more southern countries in the region. One of the main company factors is the shortage of skilled labor and high rate of turnover in Latin American markets. For KFC to succeed in any Latin American market, they will need to increase employee retention through training or benefits. 4. Capabilities, resources, and skills needed to succeed in foreign markets The key success factors were described in Section 3. 1. 6. It is important to note that the farther away the country is from existing trade channels, the more difficult it will be for KFC to control quality, standards, distribution, and logistics. Also, the less developed nations will be more susceptible to economic and political events that could devastate KFC’s interest in the market. 5. Fulfilling key success factors KFC’s key strength is their established dominance in Mexico. This position provides many financial and political benefits due to the NAFTA treaty. It also provides them with a strategic position to enter nearby Central American markets. They do not have established trade channels in most of South America, so it will be difficult for them to manage operations without a strong presence in at least one market. This is the main reason why Brazil is a key market to enter. Being that KFC is such a large company within an even larger conglomerate of fast-food chains, the firm should be able to withstand political or economic changes and a loss of revenue during the development stage. Overall, KFC fulfills the key success factors in Central America, but will need to establish a position in at least one major South American market in order to expand there. . Entering the target markets In determining how to enter the target markets, the level of global integration vs. national responsiveness should be assessed. Figure 4 shows the various strategies that can be employed given the appropriate level of integration and responsiveness. The markets in Latin America should be similar enough for KFC to keep menus, processes, and sta ndards consistent across all markets. Pricing and advertising may differ depending on the level of economic development and communications infrastructure in each nation. In addition, KFC would need to implement different business models depending on the proximity, size of the market, and cultural uniqueness. For this reason, KFC should implement a transnational strategy that would keep many aspects consistent, but some aspects unique between various markets. [pic] Figure 4 – Global Integration vs. National Responsiveness 7. Compare and rank targeted countries From the analysis performed, each Latin American market considered was ranked based on the variables discussed. By comparing GDP, geographic proximity, population, and relative penetration of competitors, Table 1 shows the countries scored and ranked. Economy |Competition |Proximity |Market size |Presence |Total | |Mexico |12 |12 |13 |12 |13 |62 | |Brazil |13 |13 |7 |13 |4 |50 | |Caribbean |5 |7 |11 |8 |12 |43 | |Puerto Rico |6 |11 |12 |2 |11 |42 | |Central America |3 |9 |10 |10 |9 |41 | |Colombia |10 |5 |8 |11 |6 |40 | |Argentina |11 |10 |3 |10 |4 |38 | |Venezuela |7 |8 |9 |6 |5 |35 | |C hile |9 |6 |4 |5 |8 |32 | |Peru |8 |3 |5 |7 |7 |30 | |Ecuador |4 |4 |6 |4 |10 |28 | |Paraguay |1 |2 |2 |3 |4 |12 | |Uruguay |2 |2 |1 |1 |4 |10 | |Table 1 – Results of market analysis 4. Recommendations 1. Markets to enter From the results of the analysis performed, KFC should operate company-owned units in Mexico, Puerto Rico, and the Caribbean where it already has a strong position. It should then open franchises in Central American markets to mitigate risk until a strong position can be established, at which point KFC should buy back the successful franchises. KFC should develop a wholly-owned subsidiary in Brazil and aggressively establish a strong foothold. This is not only one of the most attractive markets; it is also a critical strategic location to be the headquarters of South American operations. Once a strong position is established in Brazil, KFC should open franchises or joint-ventures in Colombia, Argentina, Venezuela, and Chile. Given the relatively low scores, KFC should not consider expanding further into Peru, Ecuador, Paraguay, or Uruguay. Although KFC already has operations in Peru and Ecuador, they are not strategically valuable and should be closed or sold if they are not consistently profitable. 2. Strategy for entry 1. Corporate strategy At the corporate level, KFC should focus on developing wholly-owned subsidiaries to act as the regional headquarters in Mexico and Brazil. This would allow KFC to centralize control over standards, quality, process, and distribution within those regions. This tiered structure would lessen the burden on KFC’s U. S. corporate management and provide more specialized attention to those local markets. To offset regional events that may affect all of Latin America, KFC should also consider entering markets in Europe and Asia. If an economic catastrophe were to hit Brazil, for instance, markets in all nearby countries would be severely impacted as well. The Yum! Corporation should also consider strategies to expand its other brands into Latin America as well to leverage KFC’s success. The multibrand strategy that has been so successful in the U. S. may prove successful in Latin America as well. 2. Business strategy At the business level, KFC should develop aggressive marketing strategies in countries where competitors have a strong presence. In Brazil, for instance, KFC will have to fiercely battle McDonald’s to gain market share. In less developed countries, KFC should enter cautiously and focus on mitigating risk. KFC should leverage their strong global brand and target the younger generation. Through internet marketing, KFC should be able to reach the young, modern generation that has a higher acceptance for the fast-food model. KFC should implement a transnational strategy in Latin America. While quality, service, and products should remain consistent throughout Latin America, KFC should develop unique strategies for marketing, pricing, and business models in each region. KFC should launch company-owned stores in high growth markets and enter the rest with franchises or joint-ventures until a strong position is established. In high growth markets, company-owned businesses would allow fixed costs to be spread across multiple restaurants, subsequently allowing for lower prices and increased margins. Franchising would leverage the expertise of local entrepreneurs with understanding of the local customs, language, and marketing strategies. This would help to mitigate the risk of entering unknown markets. 3. Functional strategy Regional franchises should interface with the wholly-owned subsidiaries in Mexico and Brazil. These subsidiaries would control management, distribution, standards, quality assurance, and advertising for their associated franchises. The Central and South American subsidiaries should focus on developing close ties with the governments in their regions. They should lobby to remove trade barriers between nations in order to streamline distribution. They should also focus on developing ties with the local communities in order to gain acceptance from local culture. KFC should develop specialized marketing campaigns for each region, depending on the similarities in culture. They should focus on targeting the young, career-minded demographic through internet marketing. Depending on the lifestyle habits of those individuals, they should also target them through appropriate media advertising. 5. Conclusion KFC is one of the dominant players in the global fast-food industry. They have sufficient resources to launch an aggressive strategy into Latin America. By leveraging their strong position in Mexico, KFC can successfully establish a strong position in Central America. By outsourcing management of Central American firms to a wholly-owned subsidiary in Mexico, KFC will be able to streamline operations and maintain control over franchisees. Although it will be difficult, establishing a foothold in Brazil is KFC’s best strategic option for entering South America. By aggressively marketing the younger demographic, KFC should be able to gain a considerable market share, even though McDonald’s maintains the dominant position. Once they have been successful in Brazil and a wholly-owned subsidiary is established, KFC can then begin to expand further into South America. By implementing this general strategy and addressing the factors and risks discussed in the analysis, KFC should be able to gain substantial market share and continue to grow the firm. How to cite Kfc and the Global Fast-Food Industry in 2003-2004, Essays

Kfc and the Global Fast-Food Industry in 2003-2004 Free Essays

KFC and the Global Fast-Food Industry in 2003-2004 Course: MGT 710 [pic] 1. Executive Summary This paper analyzes the market situation of the major U. S. We will write a custom essay sample on Kfc and the Global Fast-Food Industry in 2003-2004 or any similar topic only for you Order Now fast-food firms in Latin America in 2004 from the perspective of the KFC Corporation. By analyzing political, economic, cultural, logistical, and competitive forces, a potential strategy for KFC to successfully establish a strong position in Central and South America is proposed. Through a thorough analysis, it was determined that KFC should establish wholly-owned subsidiaries in Mexico and Brazil to manage operations in Central and South America, respectively. After a strong position is established in these countries, KFC should then open franchises in Central America, Argentina, Colombia, Venezuela, and Chile. 2. Problem 1. Expanding into Latin America From 1993 to 2002, KFC dominated the chicken segment of the U. S. fast-food market. Their market share, however, decreased by 13. 4% over that 10 year period (Exhibit 4, 553). As the fast-food market matured, firms began to focus on globalization to continue growth. By early 2004, 56% of KFC’s restaurants were outside of the U. S. (558). Their initial focus was on Mexico, Puerto Rico, and the Caribbean, where they established dominance among competitors. Their struggle was in expanding beyond those markets. In their attempt to expand into Central and South America, KFC was met with many challenges. Many Latin American markets had not adopted the fast-food concept and preferred a more leisurely dining experience. The intense competition with major U. S. fast-food chains made it very risky to enter a new market. The geographic distance from the corporate offices made it difficult to control standards and quality. To continue growth, KFC would have to develop a strategy to overcome these obstacles and expand into these markets. 2. Strengthening position in Central America KFC initially expanded into Mexico, Puerto Rico, and the Caribbean due to geographic proximity and existing political and economic ties to the U. S. They were able to establish dominance in these markets because they had first-mover advantage and the local cultures accepted the fast-food concept. To further expand into Central America, KFC will have to develop a strategy to leverage their strong positions in Mexico and the Caribbean. They will have to consider factors such as the business model, global integration, national responsiveness, and mitigating risk. 3. Breaking into South America KFC had attempted to enter Brazil, with limited success. Political, economic, and cultural challenges had prevented KFC from gaining a foothold, and subsequently forced them to pull out of the market. Other countries in South America had little competitive presence, but had significant barriers to entry. In addition, the farther away the countries are from the corporate offices, the more expensive and logistically difficult the operation becomes. To enter these markets, KFC would have to carefully weigh its options to establish a presence and mitigate risk. 3. Analysis 1. Industry analysis 1. Basic economic characteristics Latin America is home to more than 550 million people. It has an aggregate GDP of more than $4 trillion. Figure 1 shows that Brazil and Mexico have the highest GDP. However, Argentina, Chile, and Costa Rica have the highest GDP per capita. [pic] Figure 1 – Latin America GDP (Source: http://en. wikipedia. org/wiki/Latin_America) 2. Competition In general, Central America and Brazil are the markets most penetrated by the large U. S. fast-food chains. McDonald’s is the dominant competitor in Latin America, with 584 stores in Brazil, 261 stores in Mexico, and 203 stores in Argentina. KFC follows with 274 stores in Mexico and 134 stores in the Caribbean. Burger King operates 163 stores in Puerto Rico and 154 stores in Mexico. Wendy’s only operates 143 stores in all of Latin America (Exhibit 6, 559). To assess the competitive landscape, Porter’s Five Forces model can be used, as shown in Figure 2. For KFC, the highest levels of competitive rivalry are in Central America and Brazil. Most of South America, with the exception of Brazil, has relatively low penetration. The threat of new entrants is high within any market, as all of the major competitors are vying for the same markets. The threat of substitute products is also generally high, since fast-food chains must compete with established local restaurants that already cater to the local tastes and customs. The bargaining power of customers is medium in more developed countries such as Brazil, Mexico, and Argentina where customers are less price sensitive. In less developed Latin American countries, however, the bargaining power is high where most customers cannot afford high prices. The bargaining power of suppliers is medium in most countries where there aren’t a large amount of imports, but high in countries like Mexico and Brazil. [pic] Figure 2 – Porter’s Five Forces (Source: http://en. wikipedia. org/wiki/Porter_5_forces_analysis) 3. Factors driving change As Latin American countries become more developed, they begin to adopt more global brands. As the internet penetrates these markets, users become exposed to global brands. Cultures begin to change as the world becomes a global market. While they do maintain local tastes and values, people begin to separate from traditions and become more modern. As economies become more developed, people begin to adopt the on-the-go lifestyle that we are accustomed to in the U. S. As countries like the U. S. drive globalization to foreign markets, trade barriers are often removed and countries begin to adopt foreign firms. 4. Relative strength of firms As previously stated, McDonald’s has the strongest position with 1,605 stores in Latin America. KFC follows with 650 stores, followed by Burger King and Wendy’s. McDonald’s is dominant in South America, while KFC controls Central America. 5. Rivals’ next moves The most significant acquisition of note is McDonald’s purchase of Boston Market in 2000. Boston Market caters to the growing trend for healthy fast-food, as well as the casual, sit-down atmosphere that is popular in Latin America. While Boston Market does not have any presence in Latin America, McDonald’s could decide to leverage existing resources to expand there. 6. Critical success factors All franchise corporations are concerned with standards and consistency between units. While certain factors can differ from one region to the next, a general level of consistency is needed with regards to product quality and taste. It is critical that service and cleanliness are upheld to a high level of quality. Particularly in Latin American markets, the menus may need to be diversified and incorporate local flavors. With the great distance between Latin American markets and corporate headquarters, effectively executing logistics, distribution, and operations is critical to success. Effectively managing resources and keeping costs low will also be critical when entering new markets. With the political and economic events that may occur, the firm must be resilient to changes in the economy and trade regulations. Firms should seek to establish relationships with local governments in order to protect their interests abroad. 2. Strategic planning for foreign market entry 1. Identifying company’s objective in foreign market entry The first step in developing KFC’s Latin American strategy is to identify the objectives for entering new markets. Some reasons to enter new markets would be to exploit an untapped market, obtain a competitive advantage, secure essential raw materials and distribution channels, and cutting costs by employing inexpensive labor. Currently, KFC has a large presence in Mexico and the Caribbean. This gives them a launching point to enter nearby markets. The nearby Central American countries have a relatively low presence from the large fast-food firms. The Central American region is home to approximately 40 million people. According to Figure 1, the Central American nations have a GDP of approximately $173 billion. This region has a considerably sized market, relatively low penetration, and proximity to KFC’s large presence in Mexico, making it ideal for entry. Brazil is the largest and most coveted market in Latin America. Unfortunately, McDonald’s has a large competitive advantage with 584 stores. KFC has failed in the past to enter this market, but the opportunity is still there. Establishing a position in this market would allow KFC to power investments in other South American markets. While they may not be able to dominate the market, it is a strategic location that would act as the locus for all South American operations. Argentina and Chile have $445B and $161B GDP, respectively, making them large attractive markets. They also have the highest GDP per capita in Latin America. While McDonald’s has a relatively strong position in these countries, there should still be opportunity for KFC to capitalize on. Other South American countries, such as Paraguay, and Uruguay, Have little competitive presence and a relatively low GDP. These countries may not have strategic value to the company. 2. Preliminary country screening After determining the objectives for each country, an analysis of advantages and attractiveness can be performed. To determine national competitive advantages, Porter’s diamond model is used, shown in Figure 3. Mexico, Brazil, Argentina, Colombia, and Chile stand out as the most developed Latin American countries. This indicates that advanced factor endowments such as infrastructure, skilled labor, and technology should be readily available. Demand conditions should also be most favorable in the countries with the highest GDP, as an active economy tends to increase demand for on-the-go meals. The most significant supporting industry is the poultry industry. According to the USDA, Brazil, Mexico, and Argentina have the largest poultry industries in the region. [pic] Figure 3 – National Competitive Advantage (Source: http://www. teagasc. ie/research/reports/foodprocessing/4984/eopr-4984. htm) 3. Risks in foreign markets In all Latin American countries, there is a high degree of political risk, due to the propensity of corruption and instability in governments. This is apparent even in the more developed Latin American countries. Many Latin American countries restrict the import of foreign goods, or give preferential treatment to adjacent countries. In addition, the distance from existing production and distribution channels imposes a great risk to the supply of goods to the more southern countries in the region. One of the main company factors is the shortage of skilled labor and high rate of turnover in Latin American markets. For KFC to succeed in any Latin American market, they will need to increase employee retention through training or benefits. 4. Capabilities, resources, and skills needed to succeed in foreign markets The key success factors were described in Section 3. 1. 6. It is important to note that the farther away the country is from existing trade channels, the more difficult it will be for KFC to control quality, standards, distribution, and logistics. Also, the less developed nations will be more susceptible to economic and political events that could devastate KFC’s interest in the market. 5. Fulfilling key success factors KFC’s key strength is their established dominance in Mexico. This position provides many financial and political benefits due to the NAFTA treaty. It also provides them with a strategic position to enter nearby Central American markets. They do not have established trade channels in most of South America, so it will be difficult for them to manage operations without a strong presence in at least one market. This is the main reason why Brazil is a key market to enter. Being that KFC is such a large company within an even larger conglomerate of fast-food chains, the firm should be able to withstand political or economic changes and a loss of revenue during the development stage. Overall, KFC fulfills the key success factors in Central America, but will need to establish a position in at least one major South American market in order to expand there. . Entering the target markets In determining how to enter the target markets, the level of global integration vs. national responsiveness should be assessed. Figure 4 shows the various strategies that can be employed given the appropriate level of integration and responsiveness. The markets in Latin America should be similar enough for KFC to keep menus, processes, and sta ndards consistent across all markets. Pricing and advertising may differ depending on the level of economic development and communications infrastructure in each nation. In addition, KFC would need to implement different business models depending on the proximity, size of the market, and cultural uniqueness. For this reason, KFC should implement a transnational strategy that would keep many aspects consistent, but some aspects unique between various markets. [pic] Figure 4 – Global Integration vs. National Responsiveness 7. Compare and rank targeted countries From the analysis performed, each Latin American market considered was ranked based on the variables discussed. By comparing GDP, geographic proximity, population, and relative penetration of competitors, Table 1 shows the countries scored and ranked. Economy |Competition |Proximity |Market size |Presence |Total | |Mexico |12 |12 |13 |12 |13 |62 | |Brazil |13 |13 |7 |13 |4 |50 | |Caribbean |5 |7 |11 |8 |12 |43 | |Puerto Rico |6 |11 |12 |2 |11 |42 | |Central America |3 |9 |10 |10 |9 |41 | |Colombia |10 |5 |8 |11 |6 |40 | |Argentina |11 |10 |3 |10 |4 |38 | |Venezuela |7 |8 |9 |6 |5 |35 | |C hile |9 |6 |4 |5 |8 |32 | |Peru |8 |3 |5 |7 |7 |30 | |Ecuador |4 |4 |6 |4 |10 |28 | |Paraguay |1 |2 |2 |3 |4 |12 | |Uruguay |2 |2 |1 |1 |4 |10 | |Table 1 – Results of market analysis 4. Recommendations 1. Markets to enter From the results of the analysis performed, KFC should operate company-owned units in Mexico, Puerto Rico, and the Caribbean where it already has a strong position. It should then open franchises in Central American markets to mitigate risk until a strong position can be established, at which point KFC should buy back the successful franchises. KFC should develop a wholly-owned subsidiary in Brazil and aggressively establish a strong foothold. This is not only one of the most attractive markets; it is also a critical strategic location to be the headquarters of South American operations. Once a strong position is established in Brazil, KFC should open franchises or joint-ventures in Colombia, Argentina, Venezuela, and Chile. Given the relatively low scores, KFC should not consider expanding further into Peru, Ecuador, Paraguay, or Uruguay. Although KFC already has operations in Peru and Ecuador, they are not strategically valuable and should be closed or sold if they are not consistently profitable. 2. Strategy for entry 1. Corporate strategy At the corporate level, KFC should focus on developing wholly-owned subsidiaries to act as the regional headquarters in Mexico and Brazil. This would allow KFC to centralize control over standards, quality, process, and distribution within those regions. This tiered structure would lessen the burden on KFC’s U. S. corporate management and provide more specialized attention to those local markets. To offset regional events that may affect all of Latin America, KFC should also consider entering markets in Europe and Asia. If an economic catastrophe were to hit Brazil, for instance, markets in all nearby countries would be severely impacted as well. The Yum! Corporation should also consider strategies to expand its other brands into Latin America as well to leverage KFC’s success. The multibrand strategy that has been so successful in the U. S. may prove successful in Latin America as well. 2. Business strategy At the business level, KFC should develop aggressive marketing strategies in countries where competitors have a strong presence. In Brazil, for instance, KFC will have to fiercely battle McDonald’s to gain market share. In less developed countries, KFC should enter cautiously and focus on mitigating risk. KFC should leverage their strong global brand and target the younger generation. Through internet marketing, KFC should be able to reach the young, modern generation that has a higher acceptance for the fast-food model. KFC should implement a transnational strategy in Latin America. While quality, service, and products should remain consistent throughout Latin America, KFC should develop unique strategies for marketing, pricing, and business models in each region. KFC should launch company-owned stores in high growth markets and enter the rest with franchises or joint-ventures until a strong position is established. In high growth markets, company-owned businesses would allow fixed costs to be spread across multiple restaurants, subsequently allowing for lower prices and increased margins. Franchising would leverage the expertise of local entrepreneurs with understanding of the local customs, language, and marketing strategies. This would help to mitigate the risk of entering unknown markets. 3. Functional strategy Regional franchises should interface with the wholly-owned subsidiaries in Mexico and Brazil. These subsidiaries would control management, distribution, standards, quality assurance, and advertising for their associated franchises. The Central and South American subsidiaries should focus on developing close ties with the governments in their regions. They should lobby to remove trade barriers between nations in order to streamline distribution. They should also focus on developing ties with the local communities in order to gain acceptance from local culture. KFC should develop specialized marketing campaigns for each region, depending on the similarities in culture. They should focus on targeting the young, career-minded demographic through internet marketing. Depending on the lifestyle habits of those individuals, they should also target them through appropriate media advertising. 5. Conclusion KFC is one of the dominant players in the global fast-food industry. They have sufficient resources to launch an aggressive strategy into Latin America. By leveraging their strong position in Mexico, KFC can successfully establish a strong position in Central America. By outsourcing management of Central American firms to a wholly-owned subsidiary in Mexico, KFC will be able to streamline operations and maintain control over franchisees. Although it will be difficult, establishing a foothold in Brazil is KFC’s best strategic option for entering South America. By aggressively marketing the younger demographic, KFC should be able to gain a considerable market share, even though McDonald’s maintains the dominant position. Once they have been successful in Brazil and a wholly-owned subsidiary is established, KFC can then begin to expand further into South America. By implementing this general strategy and addressing the factors and risks discussed in the analysis, KFC should be able to gain substantial market share and continue to grow the firm. How to cite Kfc and the Global Fast-Food Industry in 2003-2004, Essays