YUM Brands has Trials in China: A “Social Ideology” Fix to the Problem?

YUM Brands (YUM), the owner of KFC and Pizza Hut, has generally enjoyed enormous success in China for a “foreign brand”.  The success has been attributed to a strong first mover advantage.  And, the brand is, of course, critical to that first mover advantage.  However, YUM has struggled with issues concerning “trust,” first because of “excessive antibiotics and hormones,” which led to around a 40% drop in sales.  According to several news outlets, here and here, foreign brands are at a disadvantage to “home grown” brands in China because the news media in China is supposedly more inclined to criticize foreign companies.  So, the issue has been how to effectively rebuild trust with consumers in a foreign brand after a scandal in China.  YUM Brands became a model of success after the “antibiotics scandal” by taking immediate action:

Promis[ing] to test meat for banned drugs, strength[ing] oversight of farmers and encourag[ing] them to improve their technology. It said more than 1,000 small producers used by its 25 poultry suppliers have been eliminated from its network.

The success of the strategy (along with some tasty chicken and a better economy) appears to have helped sales bounce back 11% at KFC the past year, as reported by the BBC.  However, YUM is facing troubles again.  News has just broke about another scandal concerning the use of “expired” chicken.  What can YUM do to fix its brand?  One possible strategy was discussed in a Forbes article by Avi Dan on the information age and brand loyalty:

Do well by doing good: Marketing is no longer an economic function alone, but a social force as well. Within minutes of the Haiti earthquake, donations requested on Twitter started flowing in via text messages in coordination with the phone company. Pepsi bypassed the Super Bowl for the first time in 23 years, and instead of buying $3 million spots in the game, announced on its Facebook page that it will donate $20 million to worthy causes. Social ideology increasingly reinforces brand loyalty.

I don’t know if this strategy worked well for Pepsi, but YUM may need some new ideas.  Has this strategy worked well for other companies in dealing with a scandal?  For sure, brand owners carefully manage their image.  And, the first mover advantage is helpful, but it relies on a strong brand and if the brand fails (again), then what do you do to maintain a competitive advantage. . . . 

Three Stories About China: Yum Brands, the Venture Capital Market in China and More, and Hollywood

Several years ago, Yum Brands, the company that owns KFC (Kentucky Fried Chicken), Taco Bell and Pizza Hut, was lauded as the company that had figured out how to succeed in China.  Indeed, a substantial portion of its profits were based on its sales in China—specifically KFC (4,200 restaurants in China) and to a lesser extent Pizza Hut (almost 800 restaurants in China).  When asked about the cause of its success, a representative from Yum Brands said “a first mover advantage.”  And, a big part of that first mover advantage was a very strong brand.  Unfortunately for Yum Brands and its investors, times have been very tough for Yum—a strain of bird flu plus regulatory challenges based on claims of “excessive antibiotics and hormones” have led to empty restaurants.  Consumer confidence is dropping and the value of the brand with it.  How should Yum Brands rehabilitate its brand in China?  Any suggestions?

Stanford business school professor Steve Blank recently visited China on a book tour concerning startups and has many, many interesting observations concerning venture capital and startups in China in his five blog posts titled “China -- The Sleeper Awakens.”  Blog posts three and four are very interesting; although I believe they are all worth reading.  Here are his lessons learned from his fourth post titled “Zhongguancun in Beijing – China’sSilicon Valley”:

• China has the biggest Venture Capital industry outside the U.S
• For software, the action is in Beijing
• China has closed its search, media and social network software market to foreign companies
• Beijing’s VC’s primarily invest in the Technology, Media and Telecommunications segment
• Liquidity is via IPO’s not buy outs

Finally, the New York Times recently reported on how Hollywood’s latest releases are not doing as well as expected in China.  The reason given is something between Hollywood’s blockbusters have no depth and are just bunch of explosions, and China’s moviegoers are more interested in domestic films.  Interestingly, several of the Hollywood movies discussed in the article concern films arguably with a “built in” fan base that loved an earlier work the movie is based upon.  I wonder if they will move to capturing the power of nostalgia by reworking more Chinese tales.  What do you think?