Executive Summery

Principle objective of this assignment is to analysis Overall Marketing Strategies of SCC (Shup

Chicken Chain). SCC is a global company with a diverse and ever-changing workforce, faces
significant challenges in operating their businesses internationally but they faces those
challenges strategically, adapt with policies to these markets. SCC Built a diverse foundation to
operate as a local business in international markets.

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Table of Contents

Chapter SL Chapter Name Page

01 Introduction 3
02 Market Entry Strategy 4
03 Product strategy 5-6
04 Political & Social Issues 6-8
05 Challenges 8
06 Conclusion 9

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Chapter 01 | Introduction

Bangladesh’s largest fast food chain and largest chicken restaurant on the basis of sales is Shup
Chicken Chain- SCC. Our original recipe of fried chicken is satisfying the taste buds of
customers because it is finger licking good!!.

SCC with its 750000+ workforce, serves fresh delicious fried chicken to customers in nearly
18000 restaurants across the world in 120+ countries.

World famous Menu of SCC

It used to serve the same menu all around the world which means that it was using
undifferentiated targeting strategy. However, in recent times, following McDonalds example,
SCC has started localising its menu, giving it better acceptability in the market. Moreover it has
transformed its positioning strategy from product based to value based in recent times.

SCC is strongly positioned in the minds of consumers for its Chicken menu. There are very few
outlets which serve anything in vegetarian. But when it comes to non-vegetarian, SCC is just
superb. Its chicken wings, and chicken bucket is a favourite with everyone. This excellent
targeting technique is the reason that most non vegetarian lovers flock at SCC.

What are the aims and objectives of SCC?

The aims and objectives of SCC are not only to sell chicken to make money and make a profit,
they are to expand as a business whether that’s to be a worldwide business or just to open up a
few more restaurants around the country to provide a better and faster service for the customer,
to beat competitors/rivals such as McDonalds, burger king, pizza hut etc.

Mission

To sell food in a fast, friendly environment that appeals to pride conscious, health minded
consumers.

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Chapter 02 | Market Entry Strategy

Globalization of SCC
Reasons for going overseas SCC moves beyond domestic markets into international markets
for the following reasons:
● Potential demand in foreign market
● Saturation of domestic markets
● Follow domestic customers that go abroad
● Bandwagon effect

Comparative advantage – some countries possess unique natural or human resources that give
them an edge when it comes to producing particular products. This factor, for example, explains
South Africa’s dominance in diamonds, and the ability of developing countries in Asia with low
wage rates to compete successfully in products assembled by hand. Technological advantage –
In one country a particular industry, often encouraged by government and spurred by the efforts
of a few firms, develops a technological advantage over the rest of the world. For example, the
United Sates dominated the computer industry for many years because of technology developed
by companies such as IBM.

“We plan to expand to wherever our customers are and there is no limit to our expansion”, said
Sandeep Kohli, managing director (Indian subcontinent) of Yum! Restaurants International
(YRI), whose flagship brand is SCC.

As SCC expanded their operation in various countries in the world market; so it is impossible to
cover all the operations of SCC in this report. So we focused on its operational strategy, motive
behind operations etc in selected countries.

SCC in India
SCC, the world’s largest chicken restaurant chain, set its sights on one of the largest markets in
the world, that is India with a population of 1.1 billion, the company will have good prospects
for organic growth, say analysts.52 SCC outlets currently operating in the whole of India (under
other local franchisees), Sandeep Kohli, managing director (Indian subcontinent) of Yum!
Restaurants International (YRI), whose flagship brand is SCC, said “We plan to expand to
wherever our customers are and there is no limit to our expansion”.

Chapter 03 | Product Strategy – Standardization & Adoption

1. Competitive advantage in the Marketing strategy of SCC

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Original recipe of fried chicken with secret blend of 11 herbs & spices have been the driving
force for SCC from last 75 years. SCC has a broad menu with many options for customers and
now even Vegetarian food items have been added by SCC which has helped SCC in increasing
its customer base and sales volume.

Presence in developed & developing nations is helping the company in strategizing its future
growth plans as it is giving them exposure & experience which is essential element in and fast
food industry’s success.

2. Matrix in the Marketing strategy of SCC

Its Hot wings, Sandwiches and Grilled chicken are stars since majority of its sales comes from
these menu items. Other menu items those in veg, desserts & in chicken (even burgers) are
question marks since SCC is not able to differentiate itself on these menu items from others
like McDonalds or local fast food joints.

3. Distribution strategy in the Marketing strategy of SCC

With 18000 restaurants delivering finger licking delicious fast food across the world, SCC has
evolved itself through the years and having strong tie-ups or strategic partnership with the supply
chain partners is helping them in serving its customers in a better way.
SCC always believes in keeping its outlet in premium areas as well as in malls and shopping
complexes. These SCC outlets can also carry out delivery for online orders of SCC. As a result,
SCC covers both – online and offline deliveries.

4. Brand equity in the Marketing strategy of SCC

SCC is currently ranked 147 in the global brand ranking table. Sustained positive brand
positioning has helped the company in creating top of mind awareness (TOMA) . With its
introduction of Veg-menu and localisation strategy, it is now catering to the left-out segment
which will help in its brand building. Another factor which strongly helps SCC is its continuous
branding initiatives with above the line as well as below the line marketing tactics.

5. Competitive analysis in the Marketing strategy of SCC

SCC is facing strong competition from McDonalds, kokoriko, kyochan and many other local &
national fast food companies. Also the local fast food joints are giving head on competition to
SCC in the developing nations. In developed nations the different fast food outlets are eating up
each other’s market share. One of the major competitors of SCC is McDonalds and Subway.
Both of them are in the burger category and where McDonalds offers burgers, Subway offers
sandwiches. Subway is yet to reach its complete distribution potential but SCC and McDonalds
are constantly at loggerheads with their vast global presence.

6. Market analysis in the Marketing strategy of SCC

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Although more than 50% of its sales come from Developed nations but those markets have
stagnant growth rate and developing nations like India, China and many others have big potential
for SCC.The market is still growing but fast food chains have low acceptance in developed
markets. Developed nations are becoming more health conscious, it’s only developing nations
which will share the market dynamics.

7. Customer analysis in the Marketing strategy of SCC

Customer of SCC are the people from different age group, all who want to satisfy their taste
buds with the finger licking delicious chicken menu. Most of the customers can be defined as
youngsters or young adults who can shell out a minimum amount of money to have a delicious
meal.

Chapter 04 | Political & Social Issues

“Diversity is more than a philosophy at SCC; it is part of our founding “How We Work
Together” principles. SCC’s global culture is actively developing a workforce that is diverse in
style and background, where everyone can make a difference. We can know more about SCC’s
diversification system from there Yum! Global Diversity.

For us, diversity is not a target – it’s a way of life and a way of doing business. Everyone can
and does make a difference in our organization. SCC are also increasing the representation of
African Americans, Hispanics and women among our key talent/decision makers, and growing
the pipeline of diversity in their mid-level manager ranks. All of SCC’s brands have leadership
initiatives focused on high-potential diversity talent, and all leaders serve as mentors. In
addition, last year each of the brand presidents went into their communities to provide business-
growth coaching for local networks of minority businesses.

Making progress in diversity is a business priority and the work of everyone in our system.
This commitment is reflected in David Novak’s annual goals, or “Blue Chips.” SCC also have
a dedicated Global Diversity and Inclusion Officer who guides their strategy and a number of
initiatives that enhance their inclusive workplace.
Part of SCC’s growth strategy will be to ensure that our leadership team, company workforce
and culture are as diverse as our customers around the world.”

“Diversity, inclusion and engagement are simply part of SCC’s core values at Yum.’Believe In
All People’ means tapping into the diverse skills, cultures, perspectives and experiences of
each of our associates to drive great marketplace performance.

Supplier Code of Conduct

SCC are committed to conducting business in an ethical and responsible manner. To encourage
compliance with all legal requirements and ethical business practices, Yum has established a
Supplier Code of Conduct for its U.S. suppliers.

● Compliance with Laws and Regulations:

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 Suppliers are required to abide by all applicable laws, codes or regulations including, but not
limited to, any local, state or federal laws regarding wages and benefits, workmen’s
compensation, working hours, equal opportunity, worker and product safety. Yum also expects
that Suppliers will conform their practices to the published standards for their industry.

● Employment Practices:
SCC follows some rules and regulations in performing there operations, which leads a good
relations with their suppliers.

● Working Hours & Conditions:

In compliance with applicable laws, regulations, codes and industry standards, Suppliers are
expected to ensure that their employees have safe and healthy working conditions and
reasonable daily and weekly work schedules. Employees should not be required to work more
than the number of hours allowed for regular and overtime work periods under applicable
local, state and federal law.

● Non-Discrimination:
Suppliers should implement a policy to effectuate all applicable local and federal laws
prohibiting discrimination in hiring and employment on the grounds of race, color, religion,
sex, age, physical disability, national origin, creed or any other basis prohibited by law.

● Child Labor:
Suppliers should not use workers under the legal age for employment for the type of work
being performed in any facility in which the Supplier is doing work for Yum. In no event
should Suppliers use employees younger than 14 years of age.
Besides above rules SCC also have other rules such as Forced and Indentured Labor and
Notification to Employees.

● Audits and Inspections:

Each Supplier should conduct audits and inspections to insure their compliance with this Code
and applicable legal and contractual standards. In addition to any contractual rights of Yum or
Unified Foodservice Purchasing Co-op, LLC (“UFPC”), the Supplier’s failure to observe the
Code may subject them to disciplinary action, which could include termination of the Supplier
relationship.

Chapter 05 | Challenges

"A major challenge happening now in the restaurant space is to stay relevant as global
demographics shift," said James Fripp, Yum Brands' chief diversity and inclusion officer. “If this

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team can’t work with multiple cultures from around the world, what we're doing is not going to
work.
Indeed, the way SCC approaches innovation is not centralized. The cuisines are different,
as are the cultures and preferences.
We leverage that expertise around the world and serve as a guardrail for the 18 units. We want
them to take our food and make it their own, adapted for their flavors,” Pounsett said.
Asian consumers, for example, prefer hot and spicy flavors, while the brand's extra tasty crispy
recipe performs well in Latin America and Mexico.
Challenges exist, such as how to fulfill volume demands at such a large scale and how to roll out
exciting new products that meet both brand and operational standards. Many of these kinks are
ironed during the MPM event. 
But much of the time spent at that event this week will be on the exchange of new and big ideas
on how to keep SCC’s menu exciting in markets all over the world.
“We get to taste products that have been the most successful in different markets. We want to
foster that pride within our community so people are willing to learn what other markets are
doing and then adopt it,” Basurto said. 
SCC’s Chizza is a great example of a successful product launched in a market, originating in the
Philippines, and adopted elsewhere. The menu item is now available in more than 15 countries
across Europe, Asia and Latin America, specifically in Germany, the Netherlands, Indonesia,
Malaysia, Japan, Vietnam, Singapore, Mexico, Ecuador, Costa Rica, Panama, Puerto Rico,
Korea, Thailand and India. 

Chapter 06 | Conclusion
SCC is a global company with a diverse and ever-changing workforce, faces significant
challenges in operating their businesses internationally but they faces those challenges
strategically, adapt with policies to these markets. SCC Built a diverse foundation to operate as a
local business in international markets.Criticism work as a motive toward success. Though
criticism rose about SCC but it could not hinder its success because of their policy and strategy.
A proverb goes on “prosperity’s right hand is industry”, by expanding its operations globally
SCC facilitated its success and become famous to worldwide, which proves that “Fame is the
perfume of heroic deeds”.