1. Cristal Ann G. Laquindanum ASMPH Class of 2012

2. • Pioneered by Colonel Harland Sanders; Kentucky Fried Chicken (KFC)
has grown to become one of the largest quick food service systems in the
world; touted as the “world’s most popular chicken franchise”
• Well known for their Original Recipe Fried Chicken from a recipe of 11
herbs and spices
• Company went through many acquisitions (Heublin Inc  RJ Reynolds 
PepsiCo Inc  Tricon Global Restaurants, Inc  YUM! Brands, Inc)
• Currently, KFC is under the restaurant company YUM! Brands, Inc (along
with Taco Bell and Pizza Hut) with nearly 5,200 restaurants in the United
States

3. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Customers
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

4. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Products & Services
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

5. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Markets
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

6. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Concern for Survival;
Growth and Profitability
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

7. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Technology
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

8. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Philosophy
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

9. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Self-concept
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

10. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Concern for Public Image
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

11. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Concern for Employees
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

12. Kentucky Fried Chicken is one of the world’s largest fast food systems serving the
world’s most popular chicken with its Original Recipe® fried chicken - made with
the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected
more than a half-century ago. The world’s best-fried chicken that tastes so good
still continuously searches for better ways to improve. Fast food doesn’t have to
mean unhealthy foods. Here at KFC, we are still in the forefront of healthy fast-
food menu choices.
Nation-Building
“Our passion, as a restaurant company, is to put a KFC on people's faces around
the world, satisfying customers every time they eat our food and doing it better
than any other restaurant company. KFC offer customers the food they crave,
comeback value, and customer-focused teams. The unique eating experience at
each of our restaurants make our customers smile and inspire their loyalty for
life. Toward that end, our 140,000 employees in the US are trained to be
customer maniacs. It is with passion that we strive to be known by our “Southern”
way of cooking chicken and share KFC’s unique flavor all around the nation.”

13. Lunch/dinner Lunch/dinner Side Breakfast Snack Coffee All
main dishes sides beverages items items beverages items
KFC 48 28 102 0 20 0 198
Chick-Fil-A 21 13 19 18 16 2 89
Popeyes 31 23 12 10 6 0 82

14. Lunch/dinner Lunch/dinner Side Breakfast Snack Coffee All
main dishes sides beverages items items beverages items
KFC 48 28 102 0 20 0 198
Chick-Fil-A 21 13 19 18 16 2 89
Popeyes 31 23 12 10 6 0 82

15. Threat of new entrants
LOW
Franchising, small-scale
entrepreneurs; high fixed cost;
intense competition
Bargaining Power of Buyers Rivalry Among Existing Bargaining Power of Suppliers
LOW Competitors LOW
HIGH
Low volume purchases, not Low switching costs
price sensitive Highly competitive industry
with many players; trend of quality
meals
Threat of Substitute Products
HIGH
Frozen food section, home cooked
meals, healthier alternatives

16. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 0.60 2 0.40 2 0.40
3 Distribution capability 0.20 4 0.80 2 0.40 2 0.40
4 Brand Image 0.10 4 0.40
RECIPE FOR SUCCESS: 0.30
3 0.30 3
good product, competitive
5 Menu variability 0.05 2 0.10 2 price,
0.10 2 0.10
6 Advertising 0.10 3 0.30 widely distributed 3
3 0.30 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

17. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 Chick-fil-A: High satisfaction rating 0.40
0.60 2 0.40 2
3 Distribution capability 0.20 4 0.80 gaining multiple awards 0.40
and 2 0.40 2
4 Brand Image 0.10 4 0.40 3 0.30 3 0.30
5 Menu variability 0.05 2 0.10 2 0.10 2 0.10
6 Advertising 0.10 3 0.30 3 0.30 3 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

18. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 0.60 2 0.40 2 0.40
3 Distribution capability 0.20 4 0.80 2 0.40 2 0.40
KFC value meals
4 Brand Image 0.10 4 0.40 from 99c to $1.99 3
3 0.30 0.30
draws consumers in
5 Menu variability 0.05 2 0.10 2 0.10 2 0.10
6 Advertising 0.10 3 0.30 3 0.30 3 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

19. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 0.60 2 0.40 2 0.40
3 Distribution capability 0.20 4 0.80 2 0.40 2 0.40
4 Brand Image 0.10 4 0.40 ranked 9th in 10 largest
KFC 3 0.30 3 0.30
fast food chains in the US
5 Menu variability 0.05 2 0.10 (5,200 units)
2 0.10 2 0.10
6 Advertising 0.10 3 0.30 3 0.30 3 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

20. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 KFC is joining the healthy bandwagon 0.40
3 0.60 2 0.40 2
3 Distribution capability 0.20 4 with its KFC 2
0.80 Grilled0.40
Chicken 2 0.40
4 Brand Image 0.10 4 0.40 3 0.30 3 0.30
5 Menu variability 0.05 2 0.10 2 0.10 2 0.10
6 Advertising 0.10 3 0.30 3 0.30 3 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

21. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 0.60 2 0.40 2 0.40
3 Distribution capability food choices than 2 0.80
KFC has more 0.20 4 2 0.40 2 0.40
4 Brand Image competitors combined! 4
0.10 0.40 3 0.30 3 0.30
5 Menu variability 0.05 2 0.10 2 0.10 2 0.10
6 AdvertisingLunch/dinner 0.10 Side
Lunch/dinner 3 0.30
Breakfast 3 Snack0.30 Coffee 3 0.30
All
main dishes sides beverages items items beverages items
Total
KFC 48 1.00
28 102 3.25 0 202.90 0 2.55
198
Chick-Fil-A 21 13 19 18 16 2 89
Popeyes 31 23 12 10 6 0 82
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

22. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 0.60 2 0.40 2 0.40
3 Distribution capability 0.20 4 0.80 2 0.40 2 0.40
4 Brand Image 0.10 4
All three chicken fast food chains made 0.40 3 0.30 3 0.30
effective advertising efforts
5 Menu variability 0.05 2 0.10 2 0.10 2 0.10
6 Advertising 0.10 3 0.30 3 0.30 3 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

23. Critical Success Factors Wt Score Ave Score Ave Score Ave
1 Product Quality 0.35 3 1.05 4 1.40 3 1.05
2 Competitive Pricing 0.20 3 0.60 2 0.40 2 0.40
3 Distribution capability 0.20 4 0.80 2 0.40 2 0.40
4 Brand Image 0.10 4 0.40 3 0.30 3 0.30
5 Menu variability 0.05 2 0.10 2 0.10 2 0.10
6 Advertising 0.10 3 0.30 3 0.30 3 0.30
Total 1.00 3.25 2.90 2.55
Note: rating values are as follows: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major strength.

24. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

25. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

26. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E 0.05 3
US food industry provides employment to the country retail food and beverage industry, including
The U.S. 0.15
restaurants, is about a $1.5 trillion industry
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3
Restaurant industry sales = $632 B or 4% of GDP 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

27. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
4-C US consumers prefer to eat out
Restaurant industry is projected to employ 12.9 million
0.30 4 1.20
5-SC Increasing and aging US population workforce (NRA, 2012)
people or 10% of the US 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

28. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product
Food expenditures have increased steadily;
0.05 3 0.15
2-E 0.05
Total away-from-home expenditures amount to $594 billion in 2010
Continued growth of US food service industry 3 0.15
(considerable amt in eating and drinking places)
3-E US food industry provides employment to the country 0.05 3 0.15
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

29. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
US residents = 307,007 million and is projected to increase
to 392 million by 2050 but projected to decrease in the next 6
3-E US food industry provides employment to the country 0.05 3
decades by 50% (due to aging population) 0.15
Older individuals tend to eat out leas often
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

30. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
60% of traffic growth was accounted for breakfast
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

31. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
• A household’s structure can have
2-E Continued growth of US food service industry
implications on how it buys and
0.05 3 0.15
3-E US food industry provides employment to the country
prepares food 0.05 3 0.15
• Dining out = most convenient
4-C US consumersthose witheat out
choice for prefer to dual-income 0.30 4 1.20
5-SC and single-parent families
Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

32. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
Older people more likely to:
4-C US consumers prefer to eat out
•watch their diet 0.30 4 1.20
5-SC Increasing and aging US population
•choose healthier foods 0.05 3 0.15
•compromise out for breakfast
Popularity of eatingcompromise on
6-SC
convenience and taste
0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1
Fast food industry blamed for obesity-related heath problems
0.05
3-C • non-fried chicken chains 0.10
Increased competition fromNYC regulation requirin restaurants to remove most trans fats 2 0.20
•Health care act in 2010, restaurants post calorie counts for menu and
4-C Operating costs on the rise
buffet items
0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

33. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
• Growing rate of service industry
Continued growth of US foodAsian and Pacific Islander
2-E
population to expand over 12 million
0.05 3 0.15
3-E • Hispanic-origin population, largest growing
US food industry provides employment to the country 0.05 3 0.15
group, may increase to 31 million by 2015
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
• With the growing rate of these population, there is also a growing2
0.10 demand 0.20
3-C Increased competition from non-fried chicken chains
4-C Operating costs on for ethnic cuisine
the rise 0.05 1 0.05
• Asian fast food and full-service restaurants seeing strong growth
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

34. Rank Brand Outlets
Key External Factors Weight Rating
Weighted
Score
1 SUBWAY 21,635
EXTERNAL OPPORTUNITIES 13,867
2 McDonald’s
1- E 3 Starbucks 10,987
Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth ofHut food service7,564
4 Pizza US industry 0.05 3 0.15
5 Burger King 7,213
3-E US food industry provides employment to the country
6 Dunkin’ Donuts 5,863 0.05 3 0.15
4-C 7 Wendy’s
US consumers prefer to eat out 5,742 0.30 4 1.20
5-SC Increasing and aging US population 5,622
8 7-Eleven 0.05 3 0.15
6-SC Popularity of Taco Bell breakfast 5,588
9 eating out for 0.10 3 0.30
10 KFC 5,253 • Hamburgers continue to be very
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
popular (14% of all restaurant
to eat out
orders or 8.7 B servings)
EXTERNAL THREATS • Increased popularity of Subway
outlets (made with fresh and
specialty0.10
ingredients2 0.20
1-C Growing health concerns on fast food service restaurants
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

35. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC• Popularity of and labor costs have been rising  pressure
Food prices eating out for breakfast 0.10 3 0.30
7-SC Demographicmargins in the American household causes a tendency
on operating changes 0.10 4 0.40
• to eat out price increase  cost for restaurant
Commodity
increases
EXTERNAL THREATS to absorb the increase in
• Restaurants most likely
commodity prices
1-C Growing health concerns on fast food service restaurants
• Some counteracted these with higher pricing
0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive TOTAL 3.00

36. Weighted
Key External Factors Weight Rating
Score
EXTERNAL OPPORTUNITIES
1- E Increasing US gross domestic product 0.05 3 0.15
2-E Continued growth of US food service industry 0.05 3 0.15
3-E US food industry provides employment to the country 0.05 3 0.15
4-C US consumers prefer to eat out 0.30 4 1.20
5-SC Increasing and aging US population 0.05 3 0.15
6-SC Popularity of eating out for breakfast 0.10 3 0.30
7-SC Demographic changes in the American household causes a tendency 0.10 4 0.40
to eat out
EXTERNAL THREATS
1-C Growing health concerns on fast food service restaurants 0.10 2 0.20
2-SC Growing demand for ethnic cuisine 0.05 1 0.05
3-C Increased competition from non-fried chicken chains 0.10 2 0.20
4-C Operating costs on the rise 0.05 1 0.05
E=Economic, SC=Socio-cultural, P=Political, T=Technological, C=Competitive
TOTAL 3.00

37. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

38. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees • KFC’s early entry in 1954 allowed it to develop strong
brand name recognition and strong foothold in the
3-M KFC is the market leader in the fast food chicken category
industry
0.25 4 1.00
4-M Wide distribution capability • Pride of having KFC’s Original Recipe Fried 4
0.10 0.40
Chicken with
5-M Advertising 11 herbs and spices 0.05 3 0.15
• Colonel Sanders influence since the beginning
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

39. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
• 1986: management shift when PepsiCo acquired KFC from RJR
4-M Wide distribution capability Industries 0.10 4 0.40
5-M Advertising • Several restructurings led to layoffs throughout KFC 
0.05 3
demoralization to old KFC employees and franchisees
0.15
6-MT Value given to franchise operators 0.05 3 0.15
• Spin off of PepsiCo to Tricon Global Restaurants (currently named
7-HR High employment rate YUM! Brands) was lead by David Novak 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R Limited menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

40. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
• KFC systemwide sales of $4.70 billion in 2010
5-M Advertising • 0.05 3
Chick-fil-A and Popeyes as close competitors 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R Limited menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

41. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
As of0.05 KFC3 0.15
7-HR High employment rate
• 2012, had 5,200
INTERNAL WEAKNESSES units in the US (17% of the
units are operated by YUM!
1-O Slow US growth 0.05 2 0.10
Brands)
2-M Customer satisfaction rating is low • Ranked 9 out of 2 largest0.20
0.10 10
fast food chains in the US
3-F Stagnant net profit margin 0.05 1 0.05
4-R Limited menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

42. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
• Before: “finger-lickin’ good” and Colonel Sanders
7-HR High employment rate
as its trademark. 0.05 3 0.15
• Now: “healthier” “Kentucky Grilled Chicken”
INTERNAL WEAKNESSESfat chickens
products, 0 grams trans
1-O • Brandgrowth revamp: younger consumers
Slow US image 0.05 2 0.10
(animated character, bolder colors, updated
2-M Customer satisfaction rating is low
graphics) 0.10 2 0.20
3-F • 52 week/ profit margin
Stagnant net year TV ad schedule 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

43. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL •WEAKNESSES only about 5% ownership of KFC
YUM! Brands retain
1-O • Franchise operators can run their branches almost independently
Slow US growth
• Less friction between mother company and franchise operators. 0.05 2 0.10
2-M Customer satisfaction rating is low on sals of $7.4 billion from a loss of 0.10 million in
• Net income of $617 miion $111 2 0.20
3-F net income in 1997
Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

44. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 140,000 people working at over 5,000 KFC
0.10 2 0.20
restaurants across the country with an average of
3-F Stagnant net profit margin
28 employees per 0.05 restaurant 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

45. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees • KFC’s growth was driven by international operations
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
• 95% of new restauratns were from international franchise
4-M Wide distribution capability (China)
0.10 4 0.40
• 2004, KFC could not open any more restaurants until its
5-M Advertising
domestic same-store sales figures improved 3
0.05 0.15
6-MT Value given to franchise operators • KFC US growth is just 1% per year 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

46. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
• American Customer Satisfaction Index in
5-M Advertising KFC scored 75 out of 100
2011, 0.05 3 0.15
• given to franchise operators
6-MT Value Another survey from Customer Reports
puts KFC near the bottom of the rankings
0.05 3 0.15
7-HR High employment rate
• Dissatisfaction from consumers 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

47. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category
0.25 4 1.00
4-M 10% NET PROFIT MARGIN0.10
Wide distribution capability 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2
KFC net profit margin has been stagnant at 0.10
10% for the past 3 years
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

48. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
No menu items in US branches of KFC
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

49. Key Internal Factors
Restaurant Lunch/dinner Lunch/dinner Side Coffee Weighted
Breakfast Weight Rating
Snack All
Score
main dishes sides beverages items items beverages items
INTERNAL STRENGTHS 16
Subway 3 10 0 0 0 29
1-C Starbucks
Strong trademark brand 0 0 6 7 0.05
13 4 10 0.20 36
2-MT Change in management improved relationship between management0 0.10
Taco Bell 7 0 0 0 0
3 0 0.30
7
Pizza Hut
and franchisees 6 0 0 0 0 6
3-M KFC is the market leader in 0 fast food chicken category
Dunkin’ the 0 12 13 0.251 4 20 1.00 46
Donuts
4-M Wide distribution capability 0.10 4 0.40
5-M KFC
Advertising 8 0 0 0 0 0 8
Sonic 4 2 40 0
0.056
3 0
0.15
52
6-MT Value given to franchise operators 0.05 3 0.15
Domino’s 10 0 0 0 0 0 10
7-HR High employment rate
Twelve 51 5 68 20 0.05
20 3 30 0.15
194
restaurants
INTERNAL WEAKNESSES
1-O Slow US growth • 0.05 2 0.10
Only 8 lunch/dinner main dishes that are
2-M Customer satisfaction rating is low considered healthy
•
0.10 2 0.20
Three out of the four restaurants with fewer
3-F Stagnant net profit margin 0.05 1 0.05
healty items are all YUM! Brands companies
4-R No menu items for breakfast • Introduction of KFC Grilled Chicken
0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information
TOTAL 3.00

50. Weighted
Key Internal Factors Weight Rating
Score
INTERNAL STRENGTHS
1-C Strong trademark brand 0.05 4 0.20
2-MT Change in management improved relationship between management 0.10 3 0.30
and franchisees
3-M KFC is the market leader in the fast food chicken category 0.25 4 1.00
4-M Wide distribution capability 0.10 4 0.40
5-M Advertising 0.05 3 0.15
6-MT Value given to franchise operators 0.05 3 0.15
7-HR High employment rate 0.05 3 0.15
INTERNAL WEAKNESSES
1-O Slow US growth 0.05 2 0.10
2-M Customer satisfaction rating is low 0.10 2 0.20
3-F Stagnant net profit margin 0.05 1 0.05
4-R No menu items for breakfast 0.05 2 0.10
5-R Limited healthy menu options 0.10 2 0.20
C=Culture, MT=Management, M=Marketing, F=Finance, O=Operations, HR=Human Resources, I= Information TOTAL 3.00

51. Strategy Option TOWS SPACE IEM GSM Total
Integration Strategy
1 Forward Integration 1 1 1 3
2 Backward Integration 1 1 1 3
3 Horizontal Integration 1 1 1 3
Intensive Strategy
4 Market Penetration 1 1 1 1 4
5 Market Development 1 1 1 3
6 Product Development 1 1 1 1 4
Diversification Strategies
7 Related Diversification 1 1
8 Unrelated Diversification 0
Defensive Strategies
9 Retrenchment 0
10 Divestiture 0
11 Liquidation 0
Wt Market Penetration Product Development
Key Factors Total Attractiveness Score Total Attractiveness Score
Total Attractiveness
Score
1 4.40 4.55
(Attractiveness Score: 1 = not acceptable; 2 = possibly acceptable; 3 = probably acceptable;
4 = most acceptable; 0 = not relevant)

52. • Carries more risk
• Develop a new product
targeted to its existing
customers
• Less risky; leverages on existing
resources and capabilities
• Increase market share
• Volume discounts, bonus cards,
customer relationship
management

53. Why Product Development?
• KFC needs to increase sales by improving or modifying
its menu items (tried and tested)
• It will entail large research and development
expenditures
• KFC had successful products in the past and consumer
may be attracted to try new products based on their past
positive experience.
• KFC holds the leading market share and is in a very
competitive fast food industry

54. • Long term Company Objective:
- Increase net profit margin by 5% annually from 2012 to 2016
<< R&D annual objective
<< Production annual objective
<< Marketing annual objective
<< Financial annual objective
<< Personnel annual objective

55. Completion Team
Activities Date Expected Output Responsible
New range of menu
Develop five new breakfast items that Market
Q1 that includes
1 are low in salt, low in fat, and low in Research and
2014 healthy breakfast
calories Development
items
Finance and
Reposition franchise outlets with low Q2 Lower operating
2 Accounting
profit and nonperforming 2013 expense
Team
Interviews, surveys,
Organize market research on consumers’ Q1 Market
3 small group
current needs and wants 2013 Research Team
discussions
A statewide
marketing effort of Marketing and
Increase promos and advertisements to Q2
4 promotions and Advertising
states with lowest market share 2014
advertisements on Team
the new menu items
Develop training programs to support
Team building Human
teamwork and work efficiency of the Q1
5 activities and HR Resource
employees in all divisions of the 2013
training programs Management
company

56. Goals Measures Current Targets
Customer Service
Market Share Global Market 50% market
35.2% market share
Research share
Brand Image
Customer surveys 75 out of 100 90 out of 100
Financial Performance
Grow by 10%
Net Sales 2014 Net Sales $1,768,000,000 year-on-year
from 2013-2015
Grow by 10% by
Net Income Income Statement $ 185,000,000
2014
% of sales from
Grow sales from
launched products/
Profitable new products 10% 10% to 15% per
gross profit from new year
products
Innovation and Learning
Awareness levels
New menu breakfast items Consumer surveys None available
of 80%

57. Cristal Ann G. Laquindanum ASMPH Class of 2012