FINAL ASSIGNMENT

COURSE:
INTERNATIONAL BUSINESS
(INE 2028 _ E*5)

INSTRUCTOR : MA. NGUYEN THI PHUONG LINH

NAME OF STUDENT : DO THI HAN

DATE OF BIRTH : NOVEMBER 16th 2003

STUDENT ID : 21050856

Hanoi, 2024
Course: International Business (INE _ 2028 E*5)

Student
Name: Do Thi Han
Student ID: 21050856

Number of pages
21 pages (Excluding Title page, Table of Contents, and Appendices)

Module instructor
MA. Nguyen Thi Phuong Linh

Date of submission:
January 10th 2024

Plagiarism statement
“I confirm that this assignment is entirely my own work and has not been submitted
in full or in part for any other course within or outside UEB. I confirm that all
references are duly acknowledged.”

Signature: Han
 CONTENT

PREFACE............................................................................................................................1
PART 1: ESSAY QUESTIONS (3 points)..............................................................................2
1.1. The variations in economic and political systems between countries:...........................2
1.2. The cultural differences between nations affect MNCs:..............................................4
1.3. Variations in ethics between countries affect international business operation of
MNCs:...............................................................................................................................5
PART 2: CASE STUDY ANALYSIS (5 points)......................................................................7
2.1. Introduction of KFC...................................................................................................7
2.2. The company’s international business strategy:...........................................................9
2.2.1. The international business strategies of KFC:...........................................................9
2.2.2. The market entry modes of KFC:............................................................................12
2.3. Evaluate the accomplishments and constraints encountered during the implementation
of strategies by multinational corporations (MNCs).........................................................15
PART 3. COURSE REFLECTION (2 points)......................................................................16
CONCLUSION...................................................................................................................17
REFERENCES...................................................................................................................17
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PREFACE

Today, the trend of globalization is strong along with the development and
expansion of business activities of many companies and corporations abroad.
Expanding into foreign markets requires transnational companies to face many
challenges regarding differences in culture, policies, and business ethics between
countries. Therefore, when expanding business activities abroad, businesses need to
carefully research and have penetration strategies and international business
strategies suitable for each country to avoid risks. This. For students, the
"international business" module is a very useful module, it provides knowledge
about the influence of differences between countries on a business when it expands
its operations abroad. At the same time, knowledge of strategies from market
penetration, human resource management strategies, international marketing
strategies...
I would like to thank Ms. Nguyen Thi Phuong Linh for enthusiastically teaching
and accompanying the class throughout the module. Thank you for being so
enthusiastic in answering all questions and creating the best conditions for students
to complete the course with a lot of practical knowledge, teamwork skills, and
presentation skills during the study process.
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PART 1: ESSAY QUESTIONS (3 points)

The variations in economic and political systems, culture, and ethics between
countries significantly affect the international business operations of
multinational corporations (MNCs). To illustrate this, find and analyze three
examples and provide recommendations where necessary.

1.1. The variations in economic and political systems between countries:

Multinational corporations’ operations abroad are influenced by many factors

due to variations in economic and political systems, culture and ethics
between countries.

To begin with, how differences in political economic systems affect the

operations of MNCs through the case of Ford in Russia.

Ford Motor Company, a multinational corporation (MNC), has

experienced significant challenges due to the differences in the political and
economic systems between the United States and Russia.

1. Political Factors: The political transition in Russia from a communist

state to a liberal nation presented a unique challenge for Ford. The shift
required Ford to adapt to a new regulatory environment and adjust its
business practices accordingly. Initially, Ford was able to establish itself as
one of the earliest foreign companies to operate in Russia in 1992. However,
the political instability and changing economic conditions in the country led
to difficulties in managing the business.
2. Economic Factors: The economic climate in Russia during the 1990s
was fraught with risk for foreign car companies looking to enter the market.
Despite the tough economic situation, Ford was able to capture the hearts and
minds of many Russian motorists with its Ford Focus model. However, the
economic downturn post-2014 due to poor economic climate and rising
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international tensions led to a slump in the Russian car market. This

negatively impacted demand for new foreign cars in Russia, including those
from Ford
3. Product Launch and Pricing Strategy: Ford's decision to launch the
Ford Focus III in Russia proved to be a miscalculation. The high price of the
Focus III, combined with the unfavorable economic situation in Russia, led to
a significant decline in sales. The model failed to attract the budget segment
of the market and also missed out on the premium sector. As a result, sales of
new cars in 2014 declined by 60% compared to the previous year

In conclusion, Ford's experience in Russia illustrates the complexities and

challenges that MNCs face when operating in markets with different political
and economic systems. It underscores the importance of understanding and
adapting to local business environments and regulatory requirements.

Another example of this is the effect of variation in political and economic

systems on the operation of Coca Cola in China. Coca-Cola, a global
multinational corporation, has faced several challenges due to the differences
in the political and economic systems between the United States and China.

In 1978, as part of its economic reform plan, the Chinese government

announced an open-door policy to allow foreign investment and trade. Coca-
Cola has set its sights on entering the Chinese market and has conducted
negotiations with the Chinese government.

Even though it opened its economy, at first, from 1979 to 1984, China only
allowed companies to sell products to foreigners, at hotels or special stores for
foreigners. Besides, China also introduced strict control policies. Most aspects
of foreign companies' operations are strictly regulated and require approval
from many state authorities. In the Chinese domestic market, there are more
than 28,000 beverage manufacturing companies scattered across the country
and these companies have almost a monopoly in those areas. Therefore, it is
almost impossible for foreign companies to penetrate these areas.
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To penetrate this large market, Coca Cola began importing finished water
from California and bottling it in Hong Kong and then selling it into the
Chinese market at locations allowed by the government. This step allows
Coca Cola to access the Chinese market but only in a limited scope. To limit
the control of state agencies, the company began developing production
capacity through joint ventures with the Chinese government. With the
Chinese government's strict control policy on the distribution and sale of
foreign products in the country's market, Coca-Cola has an exchange strategy
that benefits both sides: building a factory to close the market. bottles and
donated them to the Chinese government in exchange for the right to
distribute Coca-Cola products in this market. With this strategy, the company
became a supplier of raw materials for bottling plants. Thus, in the beginning,
Coca-Cola was willing to sacrifice economic goals to target a potential
market. .

In conclusion, Coca-Cola's experience in China highlights the complexities

and challenges that multinational corporations face when operating in markets
with different political and economic systems. Adapting to these differences
requires careful consideration of local regulations, cultural nuances, and
public health concerns.

1.2. The cultural differences between nations affect MNCs:

In 1999, Starbucks first entered the Chinese market with the ambition to
conquer this large market of billions of people. However, due to cultural
differences between China and America, Starbucks encountered great
difficulties in the early stages.
Starbucks faces a complex, conservative market with a long-standing tea
culture. China is considered the homeland of tea because it was the first
country to discover and use tea as a beverage. Tea is ranked in the list of 7
indispensable habits in the lives of people in this country. This is considered
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Starbucks' biggest challenge when starting to penetrate the billion-people

market; it is extremely difficult to change this country's long-standing habits.
So what did Starbucks do to overcome this challenge to penetrate the Chinese
market and be successful today?
Starbucks is very successful when combining East and West cultures:
Different from most previous businesses that applied the same formula that
they were successful in the West and hoped it would be successful in China.
Starbucks recognizes the complete cultural difference compared to the US or
any European country they have entered that market. Starbucks has
understood and accepted that the tea ceremony has existed and is ingrained in
the blood of Chinese people for a long time and this is unlikely to change
overnight.
The group has narrowed the gap between tea culture and cafe culture by
cleverly creating a menu for customers in China that includes not only typical
Western drinks, but also other Drinks containing tea ingredients such as Black
Tea Latte, Green Tea Frappuccino, etc.
In short, cultural differences play a decisive role in whether a product can be
sold or not without an appropriate adjustment strategy because people's pre-
conscious culture will be difficult to change or will take a very long time to
adapt their habits.

1.3. Variations in ethics between countries affect international business

operation of MNCs:

Ethical issues in international business involve many aspects: employment

practices; human rights; environmental regulations; corruption and moral
obligations of MNCs.

One multinational corporation (MNC) that has been significantly affected by

the differences in ethics between countries is Procter & Gamble (P&G). P&G,
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an American consumer goods company, has had to navigate a range of ethical

issues in different markets around the world.

Environmental Scandal in India: In 2017, P&G faced a major environmental

scandal in India when it was accused of causing water pollution due to the
disposal of waste from its plant in Gujarat. The scandal led to public protests,
media coverage, and legal action against the company. P&G had to take
immediate action to address the issue, including investing in clean energy
technologies and setting up a fund to help restore the affected river.

Child Labor Accusations in Bangladesh: P&G has also faced accusations of

child labor in its supply chain in Bangladesh. The company has committed to
zero tolerance towards child labor and has implemented strict policies to
ensure compliance. However, allegations persist, indicating that the
complexity of supply chains makes it difficult to completely eliminate child
labor.

Anti-Monopoly Laws in China: In China, P&G has had to deal with anti-
monopoly laws that limit foreign companies' control over domestic industries.
This has affected P&G's business operations in the country, particularly in the
beauty industry where the company has a significant presence. P&G has had
to comply with these regulations, which has required the company to sell
certain assets and operations in the country.

In conclusion, P&G's experience shows how different ethical standards and

regulations in different countries can significantly impact MNCs. It
underscores the importance of understanding and adapting to local business
environments and ethical standards.

The differences of economic and political systems, culture, and ethics

between countries significantly affect the international business operations of
multinational corporations (MNCs). Therefore, carefully studying variations
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between countries play an integral part to make sure that MNCs can make
informed decisions in international business strategy.

PART 2: CASE STUDY ANALYSIS (5 points)

2.1. Introduction of KFC

KFC (Kentucky Fried Chicken) is an American fast food chain headquartered

in Louisville, Kentucky. This is the second largest fast food chain in the world
in terms of salesMcDonald with more than 27,000 stores in more than 150
countries and territories.

The first KFC restaurant was founded in Corbin, Kentucky by Sanders.

Sanders started his business by making fried chicken to serve passengers at
the gas station where he was working in Corbin, Kentucky. Because at that
time he did not have a restaurant, so customers had to eat on tables located at
the gas station of the small neighborhood. By 1930, the first restaurant was
established, where he developed the famous Kentucky fried chicken recipe
with 11 spices and herbs.

 In 1952, the first restaurant franchise was licensed in Salt Lake City,
Utah. Sanders began offering the rights to his fried chicken recipe to
other restaurants.
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 1964: Sander sold the company to a group of investors led by John Y.

Brown and Massey for $2 million. However, he continued to represent
the brand.
 1971: KFC was acquired by Heublein Inc. - a beverage and food
manufacturing company acquired for $285 million.
 1986: KFC is owned by PepsiCo. PepsiCo acquired KFC from
Heublein for about $840 million.
 1977: PepsiCo splits its restaurant chains, including KFC, Pizza Hut
and Taco Bell, to form a new company called Tricon Global
Restaurants Inc, later renamed Yum! Brand Inc.
 Currently: KFC is one of the largest restaurant chains in the world with
more than 22,000 stores in more than 150 countries and territories.

KFC is famous for its fried chicken but also offers a variety of foods to suit
the tastes of consumers around the world. Below are some of KFC's main
product lines:

- Fried chicken: KFC's main product, with chicken prepared according to

a special recipe including 11 spices and herbs. The chicken can be deep-fried
or grilled, and served as chicken pieces or in a combo meal.
- Sandwiches and chicken burgers
- Chicken Popcorn and Chicken Nuggets: These are small, crunchy and
easy-to-eat chicken pieces, suitable for quick eating or as a snack.
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- Desserts: KFC also offers a variety of desserts, including waffles,

sundaes, and various types of ice cream. Currently, KFC's menu has more
than 300 different dishes. Made with chicken or salmon sandwich.

- Drinks: KFC offers a variety of drinks from soft drinks, tea, coffee to
smoothies.
- Depending on the geographical location, KFC also offers dishes typical
of that region such as in India, KFC has curry flavored fried chicken, while in
Japan, they have fried chicken in teriyaki sauce. .

Currently, KFC is present in many countries, including:

- China Market: one of the largest fast food restaurants in China, with
more than 12000 stores. The Chinese market is also the first place KFC
successfully deployed outside the US market.
- US market: KFC is one of the largest fast food restaurants in the United
States, with more than 7,000 stores. The US market is the origin of KFC and
is one of the largest markets worldwide.
- Japanese market: KFC also has a large store network in Japan with
more than 1,500 stores, one of KFC's prominent markets in the KFC franchise
store system.
- England and Vietnam are also important markets for KFC with more
than 1,000 stores.

When entering these markets, KFC encountered cultural barriers and political
economic systems. However, KFC has come up with the right international
business strategies and has a solid foothold in these markets. KFC's menu has
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many varieties, they have localized the menu according to the preferences and
culture of customers in each different market.

2.2. The company’s international business strategy:

2.2.1. The international business strategies of KFC:

KFC’s international business strategy is localization in 150 countries, this
multinational corporation chose localization as a main international business
strategy.

To analyze the international business strategies of KFC, we will go into detail

the case of KFC’s operation in China:

2.2.1.1. Reasons for KFC to operate internationally:

Like other MNCs, KFC operates in the Chinese market because it sees a
series of potentials from this market:
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China is a large market, with the largest population in the world, this is an
extremely potential opportunity for KFC to expand its market. Chinese
consumers tend to consume quickly, which is suitable for KFC's business
activities. With high consumer demand and growing market, it creates great
opportunities for KFC to expand its market share globally. In addition, the
Chinese government has supported KFC in expanding its market in this
country.

2.2.1.2. Pressures KFC facing when operate globally:

Local pressures arise from differences in customer tastes and preferences,

differences in infrastructure and traditional practices, differences in
distribution channels and government demands. Local...this local pressure has
a huge impact on KFC, because KFC operates in the food industry, a rich and
diverse industry in each country and locality with extremely diverse consumer
characteristics. unpredictable, unpredictable. Differences in customer tastes
and preferences can start from cultural and historical reasons between
different countries. It can be seen that KFC has been very successful in
penetrating the difficult Chinese market even though they had difficulties at
first. Up to now, most of the young people in this vast country love KFC, but
there are still some segments of the population who do not like KFC, saying
that KFC is too fat, not good for health, or because they love the nation, proud
of the Chinese food they don't like KFC...

2.2.1.3. Which international business strategy KFC chose:

KFC enters the Chinese market, this business faces greater pressure for local
responsiveness. Therefore, the international business strategy it chooses is a
localization strategy.

This choice of strategy overlaps with the theory “Localization strategy makes
sense when there are substantial differences across nations about consumer
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tastes and preferences and when cost pressures are not too intense.” The goal
of this strategy is to customize goods or services to match local demand.

How has KFC implemented this strategy in China?

KFC is taking an effective approach to developing and deploying a global

localization strategy. In this intense competition, KFC has become successful
in making its place and appealing to local customers. The global marketing
strategy of a company defines how it is going to promote its brand globally
and which distribution channels will be used. When it comes to KFC, it has a
separate marketing strategy for every region that is made specifically for the
interests and preferences of the population. Localization is a major part of
KFC’s global marketing strategy. The company has always believed in
connecting with its audiences and making its brand resonate with the cultural
nuances and social norms of a particular area.

Diversified Menus

For every region in the world, KFC has modified its menus and recipes based
on local taste preferences. For instance, you’ll find fried vegetable strips with
no chicken only in India. Considering the fact that the majority of the
population in India is vegetarian, KFC focused more on plant-based food by
keeping 30% of their menu vegetarian. In Australia, KFC serves Nacho
boxes, which contain tortilla chips, salsa, and cheese. Similarly, only in
Thailand, they have the green curry chicken rice bowl on their menus.

KFC has entirely modified its menus to different food cultures that make its
brand look more native. Just to make it clear, they are not randomly choosing
the menus, assuming traditional flavors would get their brand ahead. There
are eighteen teams responsible for the food innovation, and menus of KFC.
They have to create recipes that are not just well-versed with the local taste
but also keep their “KFC-thing” alive. It is important for the team to strictly
follow the KFC standards while playing around with different flavors and
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recipes. So, they’re picking the cultural food preferences and making it their
own by adding unique flavors – to make it feel more like KFC.

Some countries’ menus are larger than the United States. For example, in
China, there are 50 items on the menu, whereas the United States has only 20.
Moreover, the taste of KFC in China is also quite different because of
regional tastes. If you’re from the USA, you might have never heard about
congee and porridge; which are the best-selling KFC items in China.

The localization strategy of KFC has been so successful that most of the
customers globally still believe that it is a local business. KFC always keeps
the preferences of locales their top priority to keep their food connected with
the culture and other customs of a country. They never assume that customers
from all around the world would love their standard American fast-food taste.
Everything is localized to create a more personalized experience for the local
customers.

2.2.2. The market entry modes of KFC:

As far as we know, there are six entry modes for a company to enter foreign
market.

+ Exporting: means sale of products produced in one country to residents

of another country.
+ Turnkey projects means Project in which a foreign enterprise agrees to
build an operating base for a host country partner and hands it over when it is
ready to operate.
+ Licensing: A licensing agreement is an arrangement whereby a
licensor grants the rights to intangible property to another entity (the licensee)
for a specified period, and in return, the licensor receives a royalty fee from
the licensee
+ Franchising: Franchising - a specialized form of licensing in which the
franchisor not only sells the intangible property to the franchisee but also
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insists that the franchisee agree to abide by strict rules as to how it does
business.
+ Joint ventures with a host country firm - a firm that is jointly owned by
two or more otherwise independent firms.
+ Wholly owned subsidiary means that the firm owns 100% of the stock
by setting up a new operation or acquiring an established firm.

How did KFC decide on its market entry strategy?

- Which market to enter?

To answer this question, KFC evaluates the target market:

At that time, the Chinese market was growing rapidly. The country's middle
class is expanding and is very receptive to Western brands. The Chinese
restaurant market includes a large number of street vendors and small
restaurants.

Meanwhile, growth in the North American market is slowing down.

Furthermore, the high level of competition comes from McDonald's, Burger
King, Domino's Pizza and other restaurant brands. This motivation has
pushed KFC to enter a market that has no competition from large fast food
chains. Since then, KFC has identified China as a potential growth market.

- What strategy did KFC use to enter the Chinese market?

At that time, Western companies had relatively little experience in

negotiating with the Chinese communist government. The government
requires them to enter the market through joint ventures with Chinese-owned
businesses. KFC knows that finding a Chinese partner will have a great
support effect.

KFC has partnered with a company whose owner is Chinese. They found a
partner with close ties to the communist government. Thanks to that, KFC can
overcome regulatory or legal barriers more easily. That partner helped KFC
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identify a target market of middle-class consumers interested in Western

culture.

In Vietnam, KFC entered through a franchising strategy with strict conditions

to ensure KFC's reputation.

- About the brand: With the great values of a famous brand, during the
franchising process; KFC always ensures uniformity across stores and
franchisees must commit to keeping the integrity of the brand image at a high
level..
- About products: All KFC stores sell the same products and achieve
similar quality. The transferee agrees to operate their restaurant according to
standards of quality, service, and hygiene. KFC regularly checks the quality
of franchisees' output, if they cannot maintain it, their license may be revoked.
However, KFC also makes changes to suit the tastes of consumers in each
market.
- Regarding service: KFC's general service style is to create equality and
fairness.

Additional services: free parking, home delivery, birthday parties.

Some stores also have play spaces and TVs showing cartoons for
children.

- About technology: KFC products all follow strict and similar processes
as prescribed by worldwide standards. Chickens are sourced from American
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breeds and raised according to techniques, with a strict quarantine system.

The chicken is prepared according to a secret recipe, marinated with special
flavors prepared from the US and packaged to be shipped to Vietnam and
only a few people know about it.
- About the store system: All stores are consistent with each other from
store location, display, store layout to service staff. Chain stores are always
located in convenient, central locations right at the corner of intersections,
shopping centers, supermarkets, places with good locations and many people
to help attract more customers.
- About employees: All employees must undergo a company training
course, depending on their position, and must strictly comply with registered
requirements.

With such franchising policies of KFC in Vietnam, KFC has successfully

franchised 153 stores across the country; creating a solid foothold for KFC in
the F&B industry.

2.3. Evaluate the accomplishments and constraints encountered during

the implementation of strategies by multinational corporations (MNCs).
Reflect on the lessons learned and provide recommendations, if necessary.

To be successful with its large franchise model, KFC has always followed
three principles at any store in the world. It is the uniformity of product
quality; Production technological know-how is maintained; focus on customer
health.

Despite the principle of uniformity in product quality, KFC also makes

changes to suit consumer tastes in each market it enters.

KFC also succeeds when it focuses on customer health. In 2007, KFC

changed the type of low-fat chicken frying oil in 5,500 KFC stores
worldwide, including Vietnam. This type of soybean oil is used instead of
vegetable oil, which the company believes affects cardiovascular disease.
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Therefore, consumers can feel more secure when using KFC products,
especially among teenagers today, when obesity is clearly increasing.

KFC has overcome difficulties caused by the avian flu epidemic. Specifically,
in 2004, when the bird flu epidemic broke out, KFC had a plan to import
frozen chicken from North America, also implementing a clean chicken
processing process and ensuring food hygiene and safety. In addition, KFC
also added to the restaurant's menu dishes made from fish, beef, and pork
instead of chicken to make customers feel more secure.

With a global brand, it's hard not to make mistakes. The mistakes of KFC in
particular and multinational brands in general often come from cultural
differences. That is the story of KFC's three-time failure in the Isr

aeli market. KFC opened its first store in the 1980s in Tel Aviv - Israel's
second most populous city and had to close it a short time later. In 1993, KFC
returned, but in 2003, the company holding the franchise was forced to
change its name, marking the company's second failure. Less than 10 years
later, in 2012, KFC once again announced the closure of all stores and
withdrawal from the Israeli market. KFC's failure comes from the Kosher
food regulations of Jews in Israel (Kosher food regulations do not mix meat
with dairy products). This is truly a fatal blow for KFC, because the fried
dough covering their signature chicken pieces is made from cow's milk
powder.

Lessons can be learned: From the failures of KFC, it can be seen that not all
products are suitable for all markets, the Marketing department plays the role
of understanding consumers and target markets to devise the most effective
strategy. However, many times they accidentally forget cultural factors -
factors that greatly influence local consumer insight. Therefore, any brand
that wants to be successful needs to pay attention to the different cultural
identities between localities to be able to propose appropriate strategies.
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A lesson on responsibility in market penetration with a franchise strategy:

Building a strict post-franchise control management system. In franchising,
signing a contract does not mean the business deal has ended. Next, the
franchising enterprise must continue to carry out the process of supporting
franchisee training, monitoring, checking and supervising quality to promptly
detect disagreements, creating unity, synchronized throughout the franchised
restaurant chain.

PART 3. COURSE REFLECTION (2 points)

The international business module provides new knowledge about the

strategies by which multinational companies expand their business operations
abroad. How will differences in culture, political economic systems and ethics
between countries affect MNCs when they operate in different countries? And
from there, MNCs can determine appropriate international business strategies
for each country to which they expand operations. In addition, students can
also understand what criteria need to be considered to choose the location
where a company expands its operations and which entry strategy is most
optimal for the operations of MNCs. During the study process, we also have
the opportunity to access international business activities of real large
corporations to learn about those strategies that are actually applied in
businesses. From the failures in those case studies, we can draw practical
lessons from the failures of those corporations.

We not only acquire knowledge through lectures but also practice those
knowledge units by working in groups, applying analytical strategies through
case study of a specific business. Therefore, students can simultaneously
practice teamwork skills and presentation skills. Members can coordinate
smoothly based on each member's different strengths and complete group
exercises effectively.

Regarding the lecturer, from my perspective, I can feel the lecturer's youth,
enthusiasm, happiness, and approachability. Youthfulness and the ability to
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speak English fluently and easily attracted students' attention in the lecture;
makes the lecture attractive. Particularly impressive was the lecturer's cultural
understanding, which helped me remember that cultural differences greatly
affect the international business activities of MNCs.

CONCLUSION

In short, differences in culture, political economic systems between countries and

ethics between countries greatly impact MNCs. Therefore, in each different country,
MNCs should have appropriate flexible strategies to avoid risks from these
differences. In addition, entering a new market requires a proper strategy for
starting operations. What needs special attention is that each country has huge
cultural differences, so customer needs are very different; Businesses should
consider to have the most suitable strategy.

REFERENCES

1. Yifan Wang, 2023, “Localization of Mcdonald’s and KFC in China”, BCP

Business & Management, volume 38 (2023), 1457-1461.
2. KFC and the path to dominating the fast food chain in China, Viet Hustler
https://viethustler.substack.com/p/kfc-va-con-uong-thong-tri-chuoi-thuc
3. Lessons from success of KFC in China, Franchise consulting.
https://vffranchiseconsulting.com/event/bai-hoc-thanh-cong-cua-kfc-o-trung-quoc/
4. How KFC Leverages Local Flavors Worldwide Through Localization.
https://ititranslates.com/blog/how-kfc-leverages-local-flavors-worldwide-through-
localization/
5. KFC’s Radical Approach to China, Havard Business review
https://hbr.org/2011/11/kfcs-radical-approach-to-china
6. What is market entry? Analyze the market entry into China of KFC, Tomorrow
marketer.
https://blog.tomorrowmarketers.org/market-entry-la-gi-ap-dung-vao-phan-tich-
chien-luoc-gia-nhap-thi-truong-trung-quoc-cua-kfc-nhu-the-nao/
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