Amongst a sea of brown shacks and dirt roads stands a bright red building and above it, a massive illuminated red-and-white bucket perched atop a 20 foot pole, with a white, grinning, goateed face plastered across it.
For Americans, Colonel Sanders is a faded icon for greasy buckets of chicken, but for Ghanaians, it’s a symbol that their small country is now a bleep on the map. If you walk into a KFC in New York City’s Times Square, chances are it won’t be impressive…or even clean. But head to the Colonel’s new place in Ghana and you’ll see a completely different image. A three-story building with floor-to-ceiling windows, semicircular booths, and flat screen televisions- this is what a KFC, which arrived in September, looks like in the small West African Country.
It’s not common for brand to rise and fall at the same time, and under the same leadership, but for Yum! Brands’ KFC that’s exactly what’s happening. In America the brand is dwindling, losing sales and chains to competitors like Popeyes and Chick-fil-A. But Yum’s strategy isn’t to rebuild so much as re-franchise, as it plans to reduce the percentage of company-owned KFCs from 35 percent about a decade ago to 5 percent by the end of the year.
For years, Yum has been selling substantial amounts of fried chicken in China, which has the speed and energy that CEO David Novak thinks the US lacks. It’s this same drive and long lines that Novak saw on a trip to South Africa, before Ghana or the rest of the contract had even been on his radar. “Nothing shows that we’re more global than if we can build a business in African that no one else has” he says.
The selection and construction of franchises across new land will definitely take steady planning. One of the best tools available for site selection is a map. MarketMAPS provides companies like Yum with the accurate geography they need to do business. Using custom details like logos, icons, labels, color shading, and anything else you could need, we can provide you with the best visual tool for your next project.
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