KFC's Radical Approach to China  

Oleh:

Bell, David E. ; Shelman, Mary L.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 11 (Nov. 2011), page 137-142.
Topik: Global Companies; Economic Conditions; Emerging Markets; Consumers; Foreign Expansion

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.44 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Global companies face a critical question when they enter emerging markets: How far should they go to localize their offerings? Should they adapt existing products just enough to appeal to consumers in those markets? Or should they rethink the business model from the ground up? The typical Western approach to foreign expansion is to try to sell core products or services pretty much as they’ve always been sold in Europe or the United States, with headquarters watching closely to make sure the model is exported correctly. This often starts with selling imported goods to the expat community or opening one or two stores for a trial run. Once such an approach is entrenched, companies are reluctant to rethink the model. U.S. retailers and food corporations that have spent years saturating the huge home market tend to cling to what has worked in the past. Domino’s Pizza nearly failed in Australia because it underestimated the need to adapt its offerings to local tastes; only after it turned the country over to a local master franchisee did Domino’s become the largest pizza chain there.

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