范文一：基于两个案例(保洁,肯德基)的市场细分理论研究

Market segmentation-Theory and Practice

Module: PMM1002 (PMP Management 1-5)

Tutor: Debbie Ball

Student Name: Jason Haiyu Wang

ICWS ID: WAHYP01

Word Count: 3231

thSubmission Date: March 17 2010

This essay would mainly talk about the concepts of market segmentation theories and try to evaluate those theories based on two practical case studies.

The first case study is about the practice of Procter & Gamble, who use market segmentation to manage their product line in one specific category – skincare product. The second case study would try to analyze that how KFC, a global franchiser of fast-food restaurant, design not only their products but also communication activities with their customers based on the implementation of market

segmentation.

All conclusions of those two case studies would be based on observation and logical, reasonable assumption due to that it is very difficult to acquire direct information or evidence about organizations’

marketing strategy. This fact could lead to the consequence that the observation could be misunderstood or misinterpreted, which would affect the creditability of this research. Further study would be needed if those two case studies are taken as positive example for practice. Furthermore, in the second case study which is about KFC, lots of observation was based on the practice KFC conducted in China market. The reason of this is that probably China is the only market where KFC hold advantages against the industry leader – McDonald

and it showed significantly stronger competent in China market than it 1 / 26

did in the other counties.

During analyzing those two case studies, it is unavoidable to get involved with some fundamental concepts about product line and brand management, because most corporations today use those two concepts as mechanisms to achieve their purpose of reaching the different market segments by providing different products. Market segmentation, as Kotler and Armstrong defined, is “dividing a market into distinct groups with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes”

(Kotler and Armstrong, 2004:239). The aim of market segmentation, as Blythe suggested (2001:57), is “to identify a group of people who

have a need or needs that can be met by a single product, in order to concentrate the marketing firm’s efforts most effectively and

economically.” In other word, the practical aim of the market segmentation theory is to let an organization understand who its customers or potential customers are and to give suggestions about how to fulfill those people’s needs in the most effective and efficient ways. As Blythe implied, by market segmentation approaches, organizations could enhance and improve their marketing efficiency, which could be beneficial to their business and provide competent or bring competitive advantages to themselves. Hence, most of organizations considered market segmentation as one of their most 2 / 26

crucial compositions of their marketing strategies.

From late nineteen century to 1940s, lots of corporation got their own success from implementing American system of manufacturing, which focused on providing standard products with low prices based on cost control and improving manufacturing efficiency. However, in the 1950s, some people found that the business environment had changed when lots of consumers would not be satisfied by standardized products anymore and demand more selection variety. In 1956, Smith introduced the concept of market segmentation, which was as he stated “market segmentation involved viewing a heterogeneous market as a number of smaller homogeneous markets, in response to differing preferences, attributable to the desires of consumers for more precise satisfaction of their varying wants”(Smith,

1956). Since then, the concept of market segmentation has become one of the most important marketing theories in both theoretical and practical field.

Adcock, Halborg, and Ross in 2001 suggested that though there is no limit to the number of measures to segment the market in particular circumstances, however, unless a segment be definable, sizable, reachable and relevant, it would be useless in the practical field. Definable means people must be able to describe the market segment, and for this the key characteristics of the segment should 3 / 26

show a degree of homogeneity. The segment is of course a subset of a heterogeneous total market for the reason that if the total market were homogeneous there would be no need for segmentation. It is also useful to be able to measure the market size and define the boundaries of the segment. Sizable means that the market segment must be big enough for an organization to get profit from it by providing commodities and services. This criterion would be different to the different organization because of their size and the goods or services they offered. Reachable means that there must be a way of reaching the segment both effectively and efficiently. This includes the obvious physical distribution of a product, as well as communicating with customers via media or in a direct way. Relevant here is considered the most important test for any described segment. It cannot be considered in isolation from the other criteria as there is no point in describing a relevant segment that cannot be reached (Kotler and Armstrong, 2004).

The basic principle of segmentation is very simple. Based on the idea from Adcock, Halborg, and Ross (2001), it involves selecting the classification most appropriate to the groups of customers identified. The work involved in doing this is justified only if it can be used to improve marketing effectiveness.

Based on Wedel and Kamakura’s theory (2000), the market

4 / 26

segmentation bases can be divided into four different classes by whether it is observable to the marketers or not and whether it was mainly concerned about a specific product. They developed a matrix to show this conclusion (Figure 1).

Figure 1, Classification of segmentation bases

General Product-specific

Observable Cultural, Geographic, User status, Usage

Demographic, and frequency, Store loyalty and

Socio-economic patronage, Situations

variables

Unobservable Psychographics, Psychographics, Benefits,

Values, Personality Perceptions, Elasticities,

and Life-style Attributes, Preference and

Intention

A segmentation basis is defined as a set of variables or characteristics used to assign potential customers to homogeneous group. Following Frank, Massy and Wind (in Wedel and Kamakura, 2000), Wedel and Kamakura classify segmentation bases into 5 / 26

general (independent of products, services or circumstances) and product-specific (related to both the customer and the product, service and /or particular circumstances) bases. Furthermore, they classify bases into whether they are observable (i.e., measured directly) or unobservable (i.e., inferred). That typology holds for the bases used for segmentation of both consumer and industrial markets, although the intensity with which various bases are used differs across the two types of markets.

Almost in the same time, Adcock, Halborg, and Ross (2001) hold a slightly different opinion about the classification of market segmentation. They suggested that there were two different types of market segmentation. One is the traditional approach, which use variables and can be described as geographic and/or demographic; the other one is modern approach which is becoming more usual to classify consumers on the basis of self-orientation and resources. In their opinion, there was some problems with the traditional approach nowadays because of the world had changed so fast in the last couple of decades.

Although scholars hold different opinions about how the market segmentation bases should be classified, there were some variables they all use as the criteria for different market segmentation bases. E.g. age, gender, race, family size, income, occupation, education, 6 / 26

religion, generation, nationality and life cycle for the demographic bases; ACORN and PRIZM for geo-demographics bases; world region or country, country region, city or metro size, density and climate for the geographic bases; VALS2, social class and personality for the psychographic bases; and, occasions, benefits, user status, usage rates, loyalty status, readiness stage and attitude towards product for the behavioral bases (Kotler and Armstrong 2004:240). Even lots of people agreed those variables could be used in market segmentation practice, they also had different idea about them. For instance, according to Kotler and Armstrong (2004), consumers’

needs and wants would change with age. Therefore, organization should offer different products or use different marketing approaches for different age groups. And they provided some successful practices of some multinational corporation who use age as a variable for their market segmentation. However, Davies (1998) stated that age must be used with caution though it can be used as a means for distinguishing between the needs of different groups and segments. He mentioned a report by Mintel (in Davies, 1998) which was entitled ‘the over 50s’ (1989), an executive summary’, which discovered that

media portrayals of this group as mature citizens was often resented. The report elaborates that a significant number in this group find life more satisfying than when they were younger. Moreover, he 7 / 26

mentioned that “many people in late middle-age consider this to be a time for “selfish” spending and a chance to indulge themselves with a clear conscience, particularly when they do not have to worry about family responsibilities. Also he referred a theory originated by an American professor of marketing, Moschis, which is that marketers need to offer marketing offering that are stimulated by the cognitive ages of individuals instead of their chronological ages. Cognitive age refer to how old a person feels. In practical terms, if a fifty-five-year-old man perceives himself as fifteen years younger, then he should be targeted with products designed at his perceived age group rather than his chronological age (Davies, 1998:106). Those limitations of age as a variable of market segmentation are still controversial until today.

Since 1960s, there have been plenty of world-famous organizations using market segmentation measures to identify the distinctive consumer groups of their target markets and depending on it for their product design and marketing communication activities design. Procter & Gamble Co., or P&G, is a Fortune 500 American multinational corporation headquartered in Cincinnati, Ohio. It is a manufacturer of a wide range of consumer goods. Its products varied from different categories which include beauty care products, household care products and health and well-being products. P&G 8 / 26

has the largest lineup of leading brands in its industry, with 23 brands with over $1.billion in annual sales, and another 20 brands generating about $500.million or more in annual sales (Procter & Gamble Co., 2009).

Although P&G offered 47 brand products just in the beauty care and grooming products category (Procter & Gamble Co., 2010, http://www.pg.com/en_US/brands/beauty_grooming/index.shtml,

thDate access: March 4 2010), only two similar products from two

different brands would be selected to discuss in this case study. The selected products are purifying facial cleansers from SK-II? and

Olay?. The reason of why those brands are chosen is that those brands showed significant differences in product design and brand positioning strategy while they provided similar products. On the home page of SK-II? official website, they are delivering and emphasizing a piece of important information that the products of SK-II? have unique and miracle ingredient within them (SK-II, 2010, http://www.sk-ii.com/home_ww.php, Date access: March 4th 2010). In contrast, on the home page of Olay? official website, they are

emphasizing a piece of promotional information that people would be able to get a 20-dollar rebate (Olay, 2010, http://www.olay.com /index.jsp, Date access: March 4th 2010). In addition, although on both those two websites they were offering promotion, the 9 / 26

promotional activities were in different form. SK-II offered free travel kit to the people who spent over three hundred US dollars (SK-II, 2010, http://www.sk-ii.com/home_ww.php, Date access: March 4th 2010) and Olay gave their customers a chance to get a price reduction (Olay, 2010, http://www.olay.com/index.jsp, Date access: March 4th 2010).

One possible explanation of those differences is that their brand positioning strategies are different. SK-II is focusing the high-end market while Olay is trying to fulfill the low-end consumers’ needs.

This assumption could be proved by the difference between their products’ price. A SK-II purifying facial cleanser costs almost eight times than a similar Olay product does (SK-II, 2010,

http://shop.sk-ii.com/c-7-purifying.aspx, Date access: March 4th 2010; Target, 2010, http://www.target.com/Olay-Purifying-Mud-Cleanser-oz/ dp/B002EAUB30/176-4806656-3547462?AFID=[*AffiliateID*]&ref=tgt_adv_XSD10000, Date access: March 3th 2010).

Furthermore, this difference may also affect the distribution channel of SK-II and Olay. On the official website of SK-II, there is an online-store for their customers. However, Olay do not sell their products directly online and just provide a referral link to some online retailer (SK-II, 2010, http://shop.sk-ii.com/c-7-purifying.aspx, Date access: March 4th 2010; Olay, 2010, http://www.olay.com/

10 / 26

locator/index.jsp?upc=75609030383, Date access: March 3th 2010). There is another obvious difference between those two similar products. In the product introduction page of SK-II purifying facial cleanser, SK-II emphasis that their product has special formula and would be able to hydrate people’s skin (SK-II, 2010,

http://shop.sk-ii.com/p-24-facial-treatment-cleanser.aspx, Date access: March 4th 2010); in the similar page of Olay purifying facial cleanser, Olay state that their product could bring deep cleans and is dermatologically tested (Olay, 2010, http://www.olay.com/boutique/ olaydeepcleansing/products/dc1000, Date access: March 4th 2010). A possible explanation of this phenomenon could be that those two products are focusing the different customers in the different age groups. When females in their adolescence, their skin would be oilier and more sensitive to chemicals. So they would prefer a product which has deep-cleaning capability and would not be easy to lead to allergy; when females come to their late thirty or forty, their skin would be drier than they used to be, so they intend to choose a product which could effectively hydrate their skin.

As was previously stated, those two products from P&G are actually targeting to totally different market segments even they are belong to the same category.

Based on the observation mentioned above, a hypothesis could be 11 / 26

generated. P&G would probably segment their target market based on consumers’ income level and age. Moreover, they take brand positioning and brand management as mechanism to give induced differentiation to their target consumer group.

In their practice, KFC use different variables to segment their target market. Moreover, they design their products and communication measures with their target customers based on their market segmentation result. After analyzing KFC’s product line, there is an

assumption could be got that KFC use at least three different market segmentation measures, geographical market segmentation, occasional market segmentation and demographical (age) market segmentation, to segment their target market and provide unique offers to each segments.

KFC Corporation, based in Louisville, Kentucky, is the world's most popular chicken restaurant chain. KFC operates more than 5,200 restaurants in the United States and more than 15,000 units in 109 countries around the world. KFC is part of Yum! Brands, Inc., the world's largest restaurant company in terms of system restaurants, with more than 36,000 locations around the world. The company is ranked #239 on the Fortune 500 List, with revenues in excess of $11 billion in 2008 (KFC US, 2010, http://www.kfc.com/about/, Date access: March 11th 2010).

12 / 26

KFC are using geographical-based market segmentation for their product design. Although KFC is a global fast-food restaurant franchiser and is focusing to lower the cost by providing standardized foods and beverages, it is offering different menus in different counties. By implementing this strategy, KFC intend to attract different people in different regions to their restaurants. For instance, in the United States, where apple pie and pot pie are very popular traditional food, KFC are offering pot pies as one kind of plated meal and apple pie minis in their dessert menu there (KFC US, 2010, http://www.kfc.com/menu/, Date access: March 11th 2010); In China, KFC have dragon twister and egg tart for their customer (KFC China, 2010, http://www.kfc.com.cn/kfccda/products/, Date access: March 11th 2010). The first one is varied from a traditional Chinese pancake which would use sweet noodle sauce as condiment and the second one is a very popular dessert from traditional Guangdong cuisine. They also sell balik ekmek – fish sandwich, a popular food in the

Islamic counties, in Turkey (KFC Turkey, 2010,

http://www.kfcturkiye.com/, Date access: March 11th 2010), even lots of people from the other countries will never know what it is. This phenomenon could be considered as a proof that KFC use

geographical market segmentation measure to identify the different needs from their customers from different countries and try to fulfill them by providing variable offers.

13 / 26

In addition, KFC also provide different products to their target customers in different occasion. One strong support of this view is that in China KFC are offering their customers a totally different menu, which includes Chinese traditional fritters, porridge, and some local snacks, for their breakfast (KFC China, 2010,

http://www.kfc.com.cn/kfccda/products/yt.html, Date access: March 4th 2010). The aim of this measure is to cope with the eating habit of Chinese for improving their restaurants’ capacity utilization rate.

Although whether this measure is successful or not is still unknown, it could be considered as a tried-worthy temptation for their goal. The other evidence of that KFC are using occasional market segmentation is they offer different packages to people who eat alone and people who is trying to find food for the whole family respectively. For those who eat alone, KFC offered various food combinations to them in a minor price deduction than order those foods respectively; for those who are trying to get food for their family, KFC offered a better and more economical choice – family bucket, which would get a huge

discount from ordering the foods individually, to them (KFC US, 2010, http://www.kfc.com/menu/, Date access: March 11th 2010). KFC intend to stimulate their customers’ need and to offer the most

suitable package to all their customers in different occasion by providing different products combination based on the occasional market segmentation.

14 / 26

Another market segmentation measure KFC are implementing in China is age-based market segmentation. Not like the other two measures which was mentioned above, they take this measure not only for their product design and also for their design of communication activities with their target customers. In China, KFC use well-known cartoon figures in their posters and provide toys in the children meal package to attract children (KFC China, 2010, http://www.kfcyouhui.com/event_show.aspx?id=259, Date access: March 11th 2010), from six-year old to twelve-year old, visit their restaurants. KFC also designed exclusive offer for the teenagers and college students (KFC China, 2010,

http://www.kfcyouhui.com/event_show.aspx?id=253, Date access: March 11th 2010), who are the most frequent users of fast-food, to attract them from their competitors and rivals.

Those three variables mentioned above maybe not the only variables but are the most obvious variables KFC used in their market segmentation strategy. By utilizing a series of measures in product design and communication design based on the result of their market segmentation, KFC established their competitive advantages against their business rivals, especially in China market. In 2009, KFC have over 2300 restaurants in China. Compared with their most competitive rival, McDonald, who just opened their 1000th restaurants in China, KFC got the leading position in the franchising restaurant 15 / 26

industry in China (New Marketing magazine, 2009).

In those two case studies, both P&G and KFC used age as a variable to conduct their market segmentation, which implies that consumers’

needs could be significantly affected by their age. However, there is neither positive nor negative evidence to Mintel’s cognitive age theory

(in Davies, 1998) because of the scarcity of related consumers’ data.

Nevertheless, P&G and KFC also used different variables for their market segmentation. This fact could be considered as the result of that their products are in the different industries and have different characteristics.

Furthermore, those two case studies showed that the market segmentation would not only impact the product design but also the marketing communication activities of corporations. In some circumstance, it would even affect the corporation’s distribution

channel.

The case study about market segmentation strategy of KFC proved that market segmentation could enhance corporations’ competent

and bring competitive advantages if the following practices can successfully fulfill the needs of well-identified distinctive consumer groups.

16 / 26

Reference list

Adcock, D., Halborg, A. and Ross C. (2001), Marketing Principles and Practice, 4th Edition, England, Prentice Hall.

Blythe, J. (2001), Essential of marketing, 2nd Edition, England, Prentice Hall.

Davies, Mark (1998), Understanding marketing, England, Prentice Hall.

KFC China official website (2010), Products from KFC, URL: http://www.kfc.com.cn/kfccda/products/, [Date access: March 11th 2010].

KFC China official promotion website (2010), Breakfast Special Offer, URL: http://www.kfc.com.cn/kfccda/products/yt.html [Date access: March 4th 2010].

KFC China official promotion website (2010), Children meal and Xi YangYang, URL: http://www.kfcyouhui.com/event_show.aspx?id=259, [Date access: March 11th 2010].

KFC China official promotion website (2010), Exclusive Offer for Students 2010, URL:

17 / 26

http://www.kfcyouhui.com/event_show.aspx?id=253, [Date access: March 11th 2010].

KFC Turkey official website (2010), Products from KFC, URL: http://www.kfcturkiye.com/, [Date access: March 11th 2010]. KFC US official website (2010), About KFC, URL:

http://www.kfc.com/about/, [Date access: March 11th 2010]. KFC US official website (2010), Menu, URL:

http://www.kfc.com/menu/, [Date access: March 11th 2010]. Kotler, Phillip and Armstrong, Gary (2004), Principles of marketing, 10th Edition, England, Prentice Hall.

New Marketing magazine (2009), A Successful Practice in Marketing Localization, New Marketing magazine, Vol. 2 (Mar., 2009), pp. 133-134.

Olay official website, 2010, Home Page of Olay, URL: http://www.olay.com/index.jsp, [Date access: March 4th 2010]. Olay official website, 2010, Find & Buy Olay, URL: http://www.olay.com/ locator/index.jsp?upc=75609030383, [Date access: March 3th 2010].

Olay official website, 2010, Purifying Mud Lathering Cleanser, URL: 18 / 26

http://www.olay.com/boutique/ olaydeepcleansing/products/dc1000, [Date access: March 4th 2010].

Procter & Gamble Co. (2009), Designed to lead, Annual Report of P&G 2009, Cincinnati: Procter & Gamble Co.

Procter & Gamble official website, 2010, Beauty and grooming brands, URL: http://www.pg.com/en_US/brands/beauty_grooming/index.shtml,

th[Date access: March 4 2010].

SK-II official website, 2010, Home Page of SK-II, URL: http://www.sk-ii.com/home_ww.php, [Date access: March 4th 2010]. SK-II official website, 2010, SK-II Facial Treatment Cleanser, URL: http://shop.sk-ii.com/p-24-facial-treatment-cleanser.aspx, [Date access: March 4th 2010].

SK-II official website, 2010, shop.sk-II.com-purifying, URL: http://shop.sk-ii.com/c-7-purifying.aspx, [Date access: March 4th 2010].

Smith, Wendell R. (1956), Product Differentiation and Market Segmentation as Alternative Marketing Strategies, the Journal of Marketing, Vol. 21, No. 1 (Jul., 1956), pp. 3-8.

Target, 2010, Olay Purifying Mud Cleanser, URL:

19 / 26

http://www.target.com/Olay-Purifying-Mud-Cleanser-oz/ dp/B002EAUB30/176-4806656-3547462?AFID=[*AffiliateID*]&ref=tgt_adv_XSD10000, [Date access: March 3th 2010].

Wedel, Michel and Kamakura, Wagner (2000), Market segmentation: Conceptual and methodological foundations, 2nd Edition, Netherland, Kluwer Academic Publishers.

20 / 26

Appendices

Main page of SK-II official website, source:

http://www.sk-ii.com/home_ww.php, Date access: March 4th 2010

Main page of Olay official website, source:

http://www.olay.com/index.jsp, Date access: March 4th 2010

21 / 26

Price of Olay? Purifying Mud Cleanser,

Source:

http://www.target.com/Olay-Purifying-Mud-Cleanser-oz/dp/B002EAUB30/176-4806656-3547462?AFID=[*AffiliateID*]&ref=tgt_adv_XSD10000, Date access: March 3th 2010.

Price of SK-II? Purifying Facial Treatment Cleanser,

Source: http://shop.sk-ii.com/c-7-purifying.aspx, Date access: March 3th 2010.

22 / 26

Special foods offer in Turkey. Source: http://www.kfcturkiye.com/,

thDate access: March 11 2010.

Special foods offer in China. Source:

thhttp://www.kfc.com.cn/kfccda/products/, Date access: March 11

2010.

Special foods offer in China. Source:

23 / 26

thhttp://www.kfc.com.cn/kfccda/products/, Date access: March 11

2010.

Special foods offer in the United States of America. Source: http://www.kfc.com/menu/desserts_minis.asp, Date access: March th11 2010.

Special foods offer in the United States of America. Source:

thhttp://www.kfc.com/menu/plated_potpie.asp, Date access: March 11

2010.

24 / 26

A poster for promotion of children’s meal in China, Source:

http://www.kfcyouhui.com/event_show.aspx?id=259, Date access:

thMarch 11 2010.

A printable coupon for exclusive student offer in China, source: http://www.kfcyouhui.com/event_show.aspx?id=253, Date access: 25 / 26

thMarch 11 2010.

A poster for promotion of breakfast offer in China, Source: http://www.kfc.com.cn/kfccda/products/yt.html Date access: March 4th 2010.

26 / 26

范文二：肯德基市场营销案例分析

肯德基市场营销案例分析 1998年，拥有肯德基、必胜客、taco bell三个著名品牌的餐饮系统。从百事公司分离并在纽约证券交易所独立上市时，世界上最大的餐饮集团——百胜全球餐饮集团便正式成立了。当时所有股东和公司成员可能都没有想到，仅仅过去两年的时间，百胜全球餐饮集团的经营和发展取得了很大的成功。如今，百胜集团在全球拥有3万多家连锁分店，50 万名雇员，营业额达到200亿美元，跻身世界企业五百强之列。下面来看看肯德基市场营销案例分析。

肯德基市场营销案例分析

刚从百事分离时，百胜全球餐饮集团既要弥补过去造成的损失，同时又面临着严重的挑战：如何创立企业的文化?如何建立三个著名餐饮品牌彼此之间相互协作，而不是竞争的关系? 如何树立员工对企业未来发展的信心等。当时，在曾任百事集团总裁，现任百胜集团首席执行官的皮尔逊andrakk pearson先生和诺瓦克david novak的共同主持下，公司在许多方面保持了分离前可行的组织架构，同时为公司未来勾画出新的发展目标。

中国百胜餐饮集团为百胜全球餐饮集团下属的国际公司在中国成立的协作发展总部。肯德基自1987 年在北京前门开了中国第一家餐厅后，已在北京、上海、杭州、青岛、南京、广州、苏州、 无锡、天津、福州、沈阳、西安、成都、武汉、深圳、哈尔滨等地成立了19个有限公司至2000年底，在近80个城市和地区内开设了四百多家餐厅。到目前为止，肯德基已成为中国最大、发展最快的快餐企业。

采访肯德基这样一个餐饮业特许经营方面的典范，我们最深的感触是：肯德基是一个有明确战略的企业，并且能够将这个战略成功地贯彻实施。同样是以人为本，同样是稳健经营，管理理论是一样的，但做出来就大有不同了。一个完美无缺的经营战略，如果执行不力，最后也会变得一文不名; 而确定了恰如其分的经营战略，再辅之以完满的贯彻实施，企业才能百战不殆，长盛不衰。 作为国际餐饮巨头，肯德基值得探讨和深入研究的地方太多了，本案例也只涉及到其中一小部分。肯德基为什么做这样的决策?肯德基是怎么执行的?又是怎样推进到位的?这是本案例最关注的三个问题。

肯德基的自身实力，远景战略目标与经营管理三者是高度统一，相互支持的。为了发展中国的快餐业和特许经营业，我们要向肯德基学习，但同时也必须从自身实际出发，把它的成功经验与本企业的实际情况相结合，这样才能学有所获。本案例(上)内容为远景目标、市场营销和选址策略;本案例(下)内容为特许经营、企业 文化、供应商管理和员工培训。

选址策略

地点是饭店经营的首要因素，餐饮连锁经营也是如此。连锁店的正确选址，不仅是其成功的先决条件，也是实现连锁经营标准化、简单化、专业化的前提条件和基础。因此，肯德基对快餐店 选址是非常重视的，选址决策

一般是两级审批制，通过两个委员会的同意，一个是地方公司，另一个是总部。其选址成功率几乎是百分之百，是肯德基的的核心竞争力之一。

肯德基选址按以下几步骤进行。

★商圈的划分与选择

1.划分商圈

肯德基计划进入某城市，就先通过有关部门或专业调查公司收集这个地区的资料。有些资料是免费的，有些资料需要花钱去买。把资料买齐了，就开始规划商圈。

商圈规划采取的是记分的方法，例如，这个地区有一个大型商场，商场营业额在1000 万元算一分，5000万元算5分，有一条公交线路加多少分，有一条地铁线路加多少分。这些分值标准是多年平均下来的一个较准确经验值。 通过打分把商圈分成好几大类，以北京为例，有市级商业型(西单、王府井等)、区级商 业型、定点(目标)消费型、还有社区型、社、商务两用型、旅游型等等。

2.选择商圈

即确定目前重点在哪个商圈开店，主要目标是哪些。在商圈选择的标准上，一方面要考 虑餐馆自身的市场定位，另一方面要考虑商圈的稳定度和成熟度。餐馆的市场定位不同，吸引的顾客群不一样，商圈的选择也就不同。

例如马兰拉面和肯德基的市场定位不同，顾客群不一样，是两个“相交”的圆，有人吃肯德基也吃马兰拉面，有人可能从来不吃肯德基专吃马兰拉面，也有反之。马兰拉面的选址也当然与肯德基不同。

而肯德基与麦当劳市场定位相似，顾客群基本上重合，所以在商圈选择方面也是一样的。 可以看到，有些地方同一条街的两边，一边是麦当劳另一边是肯德基。

商圈的成熟度和稳定度也非常重要。比如规划局说某条路要开，在什么地方设立地址， 将来这里有可能成为成熟商圈，但肯德基一定要等到商圈成熟稳定后才进入，例如说这家店三年以后效益会多好，对现今没有帮助，这三年难道要亏损?肯德基投入一家店要花费好几百万，当然不冒这种险，一定是比较稳健的原则，保证开一家成功一家。

★聚客点的测算与选择

1.要确定这个商圈内，最主要的聚客点在哪。

例如，北京西单是很成熟的商圈，但不可能西单任何位置都是聚客点，肯定有最主要的 聚集客人的位置。肯德基开店的原则是：努力争取在最聚客的地方和其附近开店。

过去古语说“一步差三市”。开店地址差一步就有可能差三成的买卖。这跟人流动线(人流活动的线路)有关，可能有人走到这，该拐弯，则这个地方就是客人到不了的地方，差不了一个小胡同，但生意差很多。这些在选址时都要考虑进去。

人流动线是怎么样的，在这个区域里，人从地铁出来后是往哪个方向走等等。这些都派人去掐表，去测量，有一套完整的数据之后才能据此确定地址。

比如，在店门前人流量的测定，是在计划开店的地点掐表记录经过的人流，测算单位时间内多少人经过该位置。除了该位置所在人行道上的人流外，还要测马路中间的和马路对面的人流量。马路中间的只算骑自行车的，开车的不算。是否算马路对面的人流量要看马路宽度，路较窄就算，路宽超过一定标准，一般就是隔离带，顾客就不可能再过来消费，就不算对面的人流量。

在引销学可以查看更多内容。

范文三：肯德基客户细分案例（精选1篇）

以下是网友分享的关于肯德基客户细分案例的资料1篇，希望对您有所帮助，就爱阅读感谢您的支持。

篇一:营销案例肯德基的未来

浅谈肯德基的未来

随着城市生活节奏的加快，居民收入水平的提高，社会上对快餐的需求量日趋增大，质优价廉高效率的快餐店必将受到广大居民的欢迎。我国著名的科学家钱学森先生就曾经提出，应在我国的一些大城市，建立快餐中心，以规模经营的高效率和低成本，来满足广大群众的饮食需要，加快家务劳动社会化的步伐，促进我国经济的发展。事实上，我国各地已有许多饭店和各类餐饮企业，通过经营快餐业务而使自身获得了良好的经济效益，肯德基就是如此。

1

我一度在肯德基兼职，对它所卖的产品以及经营模式有所了解。我觉得快餐的盛行似乎是一种必然，随着人们经济水平的提高，人们越来越偏爱这种高效的，经济的食品。虽然爆发过诸如苏丹红，过期食品等一系列事件，甚至快餐食品被国外视为垃圾食品，但国人们对快餐食品的热情丝毫未减，这似乎预示着未来餐饮行业的一种趋势，人们快节奏的一种需求。

然而，快餐食品的发展并不是一尘不变，它也存在一个入乡随俗的过程，就是俗语所说的“接地气”。就好比肯德基到中国来也存在了一个变换的过程，去掉了一些不容易被接受的产品而新加入了一些中国特有的东西，比如米饭。同样，肯德基在不同的省产品也略有所不同，这就是一个“接地气”的过程。那么在未来的发展也肯定要有所变。

未来的发展会更加强调营销环境的情调、氛围，现代社会的消费者，在进行消费时往往带有许多感性的成份，容易受到环境氛围的

影响。在饮食上他们往往不会太注重食物的味道，而是非常注重进食时的环境与氛围。要求进食的环境“场景化”、“情绪化”，从而能更好的满足他们的感性需求。因此，很多的餐馆，在布置环境，营造氛围上下了很大的功夫，力图营造出各具特色的，吸引人的种种情调。或新奇或别致，或温馨或浪漫，或清静或高雅，或热闹或刺激，或富丽或堂皇.或小

2

巧或玲珑。有的展现都市风物，有的炫示乡村风情。有中式风格的，也有西式风情的，更有中西合壁的。从美食环境到极富浪漫色彩的店名、菜名，使你能在太快朵颐之际，烘托起千古风流的雅兴和一派温馨的人和之情。

那么，肯德基的发展也必然从此处着手，在店面的设计和选择上多下功夫，打造各式的符合地方特色的，具有各地人文气息或当地情况的店面品牌，从顾客情感入手。当然，产品的推广也很重要，在推出多种产品的同时也要注意产品名称的选择。比如肯德基的一款饭叫意式肉酱肉丸饭，名字是蛮好听的，但是能不能叫一个符合地方特色，又优雅或富有诗意的名字呢,比如在襄樊，叫意式孔明饭,嗯嗯，这值得去考究。

另外，重视人们的情感生活、社交活动等方面的需求，情感生活是人们的基本需要之一，近几年来社会上兴起了一股所谓’煽情’的营销方法，就是通过各种措施活动刺激和调动人们的情感，以达到促销的目的。许多餐饮企业也通过设立诸如情侣包厢、情侣茶座、情侣套餐等服务项目来促销。或以加强家人的团聚、朋友的聚会、父母子女情、兄弟姐妹情、乡亲情、同学情等来调动人们的消费欲望。赠送礼

物服务。‘生日送礼“猜谜赠奖”赠送鲜花’等，很多餐饮店均实施这种酬宾活动。在宣传上也强调情感服务的特色，尽力突出自身适合各类情感生活的消费环境等等。当然肯德基

3

也有一些此类活动比如小朋友过生日会有肯德基内部的接待员帮他组织一次生日聚会等活动。然而，由于某些因素这些活动慢慢的快消失了。快餐行业像这样发展必定是一个漫长的过程。然而更人性化,贴心的服务是未来发展的趋势，是像肯德基麦当劳这样的餐饮行业未来发展的方向。

班级:市场营销104班

学号:1021152666

姓名:xx

4

范文四：肯德基快餐加盟连锁市场营销策划-肯德基麦当劳加盟奔袭战案例

近日，肯德基特许加盟政策做出调整，加盟费起点将从800万元

降至200万元，这是肯德基自1999年在中国开展特许加盟业务

以来首次自降身价。

当麦当劳抛出250万元加盟费低价时，肯德基曾表示?绝不

放低门槛?。而这次的调整，在中国连锁经营协会会长郭戈平看

来，肯定与肯德基的扩张策略有关。

奇袭 虽然在美国老家，麦当劳排名第一，肯德基排名第七，

但在中国市场，肯德基却以1500家的连锁店数量（高于麦当劳

两倍），把对手远远甩在身后。在营业额方面，麦当劳也是落后

于肯德基。

2004年底，麦当劳放开了包括重庆在内的全国30余个城市

的特许加盟权，至今已经收到超过1000份申请。但是在层层考核之后，麦当劳宣称，到2006年6月，中国境内可能有10人有

资格经营麦当劳餐厅，而且仅限于二级城市。

其实，早在1999年，肯德基就开始实施?零起点加盟?特

许经营，至今已有60家以上的特许加盟店。然而，在一次又一

次与麦当劳的加盟争夺战中，肯德基开始意识到自己与投资者的

疏离。

一位肯德基加盟商告诉记者：?以前，肯德基要求投资者必

须投入800万元人民币作为加盟费及店面装修、设备引进等费

用；首次特许经营期限至少10年；所有加盟商都不享有区域性

专有权；且特许项目仅限于人口大于15万小于40万、人均年消费大于人民币6000元的地区。?该人士告诉记者，?麦当劳虽

然加盟店数量较少，但价格显然比肯德基有优势，不少观望者已

转向麦当劳了。?

?调整后，肯德基新加盟店增长速度肯定会更快。?郭戈平

说。

诡道

对于600万元的空前降幅，业内仍存有怀疑。

百胜餐饮集团（肯德基的母公司）中国公司特许加盟发展部

总监唐达摩称：?‘加盟费’指的是根据一些综合指数制定的购

买一家成熟的、正在营运的肯德基餐厅的参考价格，但费用并不

是固定的，其中最主要的指标是地理位置和效益。经营效益好的

店，仍需要800万元才能加盟成功。只有一些地段不繁华，前期

投入比较少的餐厅才有可能200万元加盟成功。 ?

与此同时，肯德基宣布加盟城市也不再只局限于三四线城

市，除北京、上海、广州、深圳等一线城市，苏州、无锡等有合

资公司的地区，以及浙江全省暂时未开放特许加盟业务以外，其

余所有二三线城市都放开。

百胜中国公司公关事务部资深总监王群称，理论上讲，减去

前述四城市和一些合资企业的分店，中国内地目前1500家分店中，有900家左右可以转让。

由于转让价格可在200万元～800万元区间弹性成交，可能

会吸引不少投资人的兴趣。以沈阳为例，30家肯德基餐厅的经营状况都非常好，如果全部变加盟店，仅肯德基回收的资金至少

在两亿元以上。全国数百家转让，资金量会十分庞大。

对外经济贸易大学教授朱明侠认为：?特许加盟缓解了资金

压力，可以让肯德基获取更多资金和精力去开新店。?

而作为加盟商来说，最关心、最敏感的是投资回报。麦当劳

中国发展公司高级副总裁朱源和称，麦当劳一般在5年内收回成

本并盈利，对于经营不善者，麦当劳将进行回购；而肯德基的相

关负责人则对记者表示，她们对加盟商不预估，不承诺，靠加盟

商自己来判断项目的合理回收期。

绸缪

门店数量处于劣势的麦当劳或许将感到压力，但似乎没有因

此而?乱了阵脚?。麦当劳中国高层一负责人表示，麦当劳还将

按照既定的方针开展特许加盟，此前传说的?麦当劳降低加盟费?

也纯属子虚乌有。

今年以来的一系列事件显示，麦当劳正在通过另一渠道振作

在中国的表现。

来自麦当劳总部的消息称，麦当劳2006年计划投资18亿美

元在全球开800家分店，其中125新店将落户中国。

这其中包括麦当劳不久前引进的拳头经营模式?得来速?汽

车餐厅。?麦当劳在中国市场经过十几年的摸索，终于找到了新

的发展方向。如果说传统的餐厅是麦当劳在中国的第一代产品，

那么‘得来速’就是麦当劳的第二代产品，这将会是麦当劳在中

国未来发展的重点，我们要尽可能开出更多的汽车穿梭餐厅。?

麦当劳（中国）有限公司首席执行官施乐生说。 得来速?餐厅

通常设有3个窗口，司机可以开着车在第一个窗口点餐，在二个

窗口付钱，然后在第三个窗口取东西，然后驾车离去，整个过程

不超过10分钟。类似这样的汽车餐厅，麦当劳已在中国的深圳、

上海等地开了几家。

施乐生表示，在美国麦当劳约有1.3万家分店，平均65％的销售额来自?得来速?订单，?得来速?是麦当劳最重要的一

棵摇钱树。现在，中国汽车市场不断扩大，人均汽车占有率不断

上升，在接下来的3年内，麦当劳计划每年开设12至15家?得来速?餐厅，并已选定了70处潜在店址。

范文五：肯德基英国市场调研(调研流程案例)

营销调研流程案例

把肯德基的“家庭宴会”介绍给英国人

营销调研可用于各种商业环境。为阐述营销调研各步骤在实际工作中的应用，我们选择了这个案例。该案例描述了肯德基（KentucckyFriedChicken，KFC）在进行营销调研时的各步骤及其决定。肯德基进行营销调研的目的是为了成功地将其“家庭宴会”推向英国市场。由于这些信息所有权属于肯德基，因此我们在下述的案例中隐藏了部分的实情。但本次调研的主题及其在决定使用新菜单中的项目都是真实的。同时，我们在使用本案例时也得到了肯德基的许可。它将作为一种概述帮助大家理解营销调研过程在实际中的运用。

营销调研的背景

到90年代初期，肯德基进入英国市场已经30年了，并开设了300多家连锁店。为了直接与当地流行的鱼肉薄饼店展开竞争，肯德基最初的定位是“外卖”，店内座位很少，甚至没有座位。在英国，肯德基的传统消费者是年轻男性，他们时常在当地酒吧与朋友聚会后，在很晚的时候光顾肯德基。在当地还有一些家庭气氛很浓的餐馆连锁店，这些店都具有很强的竞争力；同时，竞争者麦当劳的发展（到现在已有500多家连锁店）及其他美国快餐公司的流行，使肯德基很难保持现有的局面，面临寻找竞争优势的挑战。

特定的营销问题

肯德基（英国）部的市场总监约翰·沙格（John Shuker）于1993年会晤了公司营销部人员及广告代理商。这次会晤的目的是确定最佳方案，以使肯德基的消费对象从青年男性扩展到家庭领域。沙格先生和广告代理商意识到，就公司的长期生存而言，肯德基必须重新进行形象定位。诸多迹象表明，家庭是快餐行业最大且增长最快的一部分消费者。

公司在设计新的定位策略的过程中遇到了三个棘手的问题。首先，多年来肯德基已在英国消费者心目中形成了一种强烈的“外卖”式餐馆的形象，“外卖”概念在英国消费者心中早已根深蒂固，公司可能会花上好几年的时间使其形象转变为“友好家庭”概念。其次，肯德基的忠实消费者一直是青年男性，给人一种否定女性消费者的感觉。经常出入肯德基的都是青年男性，甚至是喝醉了的男性，母亲们都会认为把孩子带进肯德基很不安全。第三，竞争者麦当劳进入英国市场虽比肯德基晚10年，但它却迅速弥补了时间上的损失。目前，麦当劳公司仅用于儿童广告的单项支出已超过了肯德基的全部广告费用。图3-1显示出麦当劳对于家庭的吸引力要比肯德基好很多。

由此，肯德基营销管理层面临的特定营销问题是：如何改变公司在英国消费者心目中的形象，使公司对英国母亲们具有足够的吸引力，并使她们经常购买肯

德基的食品作为家庭膳食。

确立调研目标

通过对这一特定的营销问题进行分析，肯德基认为，公司要想把现有的品牌形象转变为家庭聚会概念，有必要调查英国家庭对于家庭膳食的价值观，以适应英国市场。

像肯德基的全球战略一样，进入国际商业系统的一个主要好处是可以平衡公司在各地市场的经营。尽管在英国，肯德基的家庭膳食（由于它比个人膳食的价格高出很多，因此也可以称为豪华膳食）销售所占的比例最低，但近年来家庭膳食在澳大利亚却取得了成功：公司把那种含有丰富食物及餐后甜点的豪华膳食——“家庭宴会”以合理的价格推向了澳大利亚的四口之家。

在澳大利亚，肯德基家庭膳食销售的比例已增长到了30%，而在英国只有10％。如图3-2所示，在全球所有的重要市场中，英国肯德基的豪华膳食或家庭膳食的销售是最差的。此刻，我们可以作一个富含冒险性的假定，即在一个国家取得成功的菜单项目可以被引入到其他国家，而且也能够获得同样的成功。这个观念需要进行细致的调查和研究，以评定市场的反应。

所以，肯德基（英国）需要调研的两个主要问题是：

（1）相似的“家庭宴会”是否会吸引英国的母亲们?

（2）“家庭宴会”的推出是否会使肯德基的品牌在英国的整体形象及知名度有所提高?

确定调研设计方案

针对英国母亲们进行的“家庭宴会”概念研究，将帮助我们确定这个想法在英国是否具有生命力，这也就解决了上述的两个问题。如果它对母亲们具有吸引力，则肯德基“家庭宴会”可以在英国全面推行，同时也将开始研究由此产生的商业行为及消费者行为。要研究“家庭宴会”概念，则需要制定相关调查方案，包括二手资料分析、焦点（小组）访谈研究、对英国母亲们的特定比较分析研究，以及最终的销售及消费者追踪研究。

确定资料的类型和来源

在研究快餐业问题时，分析已公布的二手资料，如一些行业杂志，《广告时代》、《餐馆新闻》等能提供有关竞争者动向的信息，但其作用是有限的，因为竞争对手通常也对这些资料密切关注。肯德基（英国）另外对肯德基在其他国家（如澳大利亚），推行家庭膳食的经历进行了实质性的案例研究。研究发现，实际情况与他们想像的并不一样，肯德基（澳大利亚）拥有的青年男性外卖概念的地位没有被改变。

第一手资料是相当有用的。对于肯德基（英国）来说，这种资料有两种来源，即定性研究和定量研究。定性研究可以使公司基本了解目标消费者对某一问题的深层次看法。利用良好的定量研究方法，可以对关键问题进行研究，这是对问题最好的解答。以上两种情况的基本资料都来源于英国的母亲们。

确定收集资料的方法

在完成了对肯德基（澳大利亚）成功经历的研究并收集和分析了其相关的业务资料后，就开始进行焦点（小组）访谈。访谈对象是有12岁以下小孩的英国母亲，目的是研究这些家庭的饮食习惯和她们供应家庭膳食的方法。另外，通过问卷调查方法，也对“家庭宴会”的选择数量进行特定的比较分析研究，以了解在不同价格情况下，母亲们认为合理的家庭饮食结构。如果决定开始推行“家庭宴会”，则每月进行定期的品牌追踪研究。这将使肯德基（英国）在实际成本很

小的情况下，研究“家庭宴会”对各种营销因素的影响，如广告知名度、品牌特性等。

设计问卷

在焦点（小组）访谈阶段，肯德基（英国）的研究人员走访了英国各地有12岁以下小孩的母亲们，与她们展开了一系列的讨论，如她们喜欢的餐馆及快餐店等。由于不希望造成母亲们的偏见或反对，因此，在此过程中研究人员并没有提及调查委托人。所有的焦点（小组）访谈都用摄像机录下，母亲们的观点被制作成文件以备分析使用。

特定比较研究是指对不同变量的一系列比较，如价格、食物的数量、套餐中是否包括餐后甜点或饮料等。公司设计了一份结构性问卷以获得这些资料。同时，为减轻现场执行的压力，还对该问卷进行了预测试。市场追踪问卷则是一份标准的、结构性和定量化问卷。为了不影响消费者对一些问题的判断，有关“家庭宴会”的知名度及好处等特定问题都在定期追踪问卷的最后才被提及。

确定抽样方案

在定性研究阶段进行的焦点（小组）访谈的访问对象，是来源于英国伯明翰、利兹、伦敦等3个城市的母亲。每一个小组都含有10个至12个在过去3个月中在快餐店中消费过的妇女。比较分析研究的访问对象来源于英国具有代表性的区域里的10条道路上随机抽取的200名妇女。市场追踪研究是定期性全国追踪研究的一部分，其样本的来源和数量与比较分析研究相似，也是通过在英国具有代表性的区域进行拦截访问来完成。

收集资料

资料收集需要花费很多时间。焦点（小组）访谈要求一组人员先后到伯明翰、利兹和伦敦3个城市，在每个城市参与4次会议，每次会议为期2个小时。在会议结束后，还要和会议主持人一起总结会议纪要。因此总共需要花2个星期以上的时间才能收集到相关的资料。

比较分析研究以及追踪研究，是由专业营销调研公司经过专业培训且富含经验的访问员来完成。比较分析研究的调查过程大约需要2个星期的时间。而一旦决定在全国推行“家庭宴会”，则在定期追踪研究中加入有关“家庭宴会”的问题，这需要6个月的时间完成。

资料分析和撰写调研报告

焦点（小组）访谈和比较分析研究解决了第一个调研目标，即在英国推出的与澳大利亚相似的“家庭宴会”是否会吸引英国的母亲们。第一手资料表明，参加焦点（小组）访谈的母亲都对“家庭宴会”概念非常感兴趣，并且认为这将促

使她们购买肯德基的食品，以作为方便、经济的家庭膳食来源。

根据调查，肯德基（英国）当前正供应一种被称为“经济套餐”的膳食，它包括8个鸡块和4份常规薯条，其售价为12美元。而准备推行的“家庭宴会”包括8个鸡块、4份常规的薯条、2份大量的定食（如豆子和色拉），以及一个适合4口人食用的苹果派。调查过程中，对这两种膳食进行了比较。分析结果表明，如果“家庭宴会”的售价在10英镑以下（约16美元），则会更受人们的欢迎。如图3-3所示，人们认为“家庭宴会”的价格更为合理，食物更为充足，人们也更喜欢、更愿意购买“家庭宴会”。在这些研究发现的基础上，肯德基（英国）推出了“家庭宴会”。

品牌追踪研究解决的是第二个目标，即“家庭宴会”的推出是否会使肯德基品牌在英国的整体价值有所提高。整体价值的追踪调研显示，在推出“家庭宴会”时，肯德基（英国）的整体价值信用度要比其竞争者麦当劳公司低10个百分点。但到追踪调研阶段结束时（6个月后），两者的价值信用度已经接近了，如图3-4。到1994年年底时，肯德基豪华膳食销售的比例已从10%上升到了20%，整整增加了一倍。

其他的追踪研究包括连锁餐馆的知名度、“家庭宴会”的知名度以及“家庭宴会”的销售情况。尽管在英国，麦当劳公司的电视广告是肯德基公司的4倍，但肯德基“家庭宴会”还是创造出了前所未有的品牌广告知名度，这戏剧性的拉近了肯德基公司和麦当劳公司在广告知名度上的差距，如图3-5所示。

注：“家庭宴会”于1994年5月推出。

持续不断的“家庭宴会”广告是肯德基品牌新的有效尝试，并给其带来了利润。仅作了3个月广告，肯德基“家庭宴会”在快餐消费者中的广告知名度已达到近50％，而且10％以上的快餐消费者都已购买过一次“家庭宴会”。图3-6显示了追踪调研得到的信息。

人们更喜欢“家庭宴会”，其销量远高于“经济套餐”。因此。从财务角度看，尽管“家庭宴会”的利润率比“经济套餐”低，但其总利润额却高于后者。令肯德基员工感到惊讶的是，“家庭宴会”的销量上升了，“经济套餐”的销量却没有减少，仍然维持在原来的水平。造成这种情况的原因可从对“家庭宴会”消费者的调查结果中找到。调查显示，不同类型的消费者对这两种事物具有不同的喜好，即人口多的家庭喜欢“家庭宴会”，而人口少的家庭仍喜欢购买“经济套餐”。

“家庭宴会”利用了肯德基原有的实力，因此从竞争地位的角度来看，

“家

庭宴会”能有效地与其他快餐店展开竞争。除了原有的青年男性购买者外，肯德基还将其消费者领域扩展到了家庭。相对于原有的汉堡和薯条等食品，母亲们更喜欢肯德基提供的这种有益健康的、符合家庭风格的膳食。这使得肯德基与其他汉堡包连锁店的竞争出发点有所不同，如麦当劳公司提供的是一种三明治类的、缺乏健康概念的食品。

“家庭宴会”最终成为肯德基（英国）的首要销售项目。1994年销量统计表明，“家庭宴会”的销量已经超过了英国很多的知名品牌，如任天堂（Nintendo）电视游戏、七喜（7—Up）、奥贝西施（Obsession）香水、珀米尔（Pemil）液（一种流行的洗碗清洁剂）等。

综上所述，肯德基（英国）成功地进行了品牌形象再定位，即家庭喜爱的餐馆。而在这一过程中，对“家庭宴会”的市场调查起到了至关重要的作用。为了能不断塑造自己的良好形象，并和其他的快餐店展开有力的竞争，肯德基仍然在营销调研上有很高的投入。

思考题：

1、本次营销调研分为哪几个步骤？它们之间的关系如何？

2、肯德基公司面临的特定营销问题是什么？他们是如何界定营销调研问题的？

3、这次调研收集的信息是从哪些途径获得的？二手资料在本次营销调研中的作用如何？

4、本案例中，运用了哪些一手资料的收集方法？每种方法各解决了什么问题？

5、在一手资料的几种收集方法中，分别选择了多少样本进行调研，各历时多长时间？

6、在本案例中，为什么要选择有12岁以下小孩的母亲作为调查对象？

7、在这个案例中，你印象最深的是什么？从中你获得什么启示？

转载请注明出处范文大全网 » 基于两个案例保洁,肯德基的市