1986 In late September, KFC began to consider how to enter the most populous China market and explore the huge potential contained in this huge market. Although the prospect is optimistic, many problems also make KFC decision makers feel headache and hesitation. For the world's largest chicken restaurant company, the current China market is completely unfamiliar: Can KFC's pure western flavor be accepted by China consumers? Developing China market requires not only technical resources, but also valuable management resources. Moreover, it is impossible to remit a large amount of hard currency profits from China, even at a moderate level. In order to enter the China market, the most important thing is to choose a specific investment location. And this has great uncertainty. When the situation was unclear, KFC decided to conduct a more comprehensive and thorough investigation on the China market. The first question is: Where should the first KFC store be located? This decision will have a great impact on future profits, further development in other parts of China and the determination to invest and manage resources. KFC compares the possibility of reducing risks with the potential benefits that may be obtained through investment, and thinks that there are no other competitors in China at that time, which is the best time to enter. Therefore, after weighing the possible risks and benefits, I decided to take Beijing as the starting point for the time being. Taking Beijing as the first choice for KFC to enter China has laid a solid foundation for KFC's success in China.
"Shoe principle" means that the shoes that fit best are good shoes, so we should firmly grasp the localization strategy.