“ “ Building Future Success Building Future Success ” ” Results & Analysis of Survey 2010 Results & Analysis of Survey 2010 April, 2010 April, 2010 NOTE: This presentation NOTE: This presentation - - report is incomplete without the accompanying discussion. report is incomplete without the accompanying discussion.
Microsoft PowerPoint - Building Future Success Survey Report
(April, '10) .pptApril, 2010April, 2010
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• Survey results & analysis:
Response ratio & demographics
Fostering “One System” & Trust Operational
Execution/Excellence
Profitability & Growth Top Challenges & Suggestions Summary
of Top Issues
• Partnership Effectiveness Scorecard
• Recommended actions
& past survey results
Survey objectives…purpose
barriers in system that interfere with us working effectively
together & with KFCC;
the top 2-5 issues of concern, & improvement actions, we
all
agree on;
issues, or problems.
• Measure & benchmark, over time, how we’re doing to
enable
calibration of future action
Survey content and structure
• This year’s survey asked 19 questions, including 3 that
solicited open-ended comments & suggestions
• Questions were developed in late 2009 by Joan Bowling, her
Balanced Scorecard Committee members, with Sr. KFCC
management input & assistance from an independent
consultant, Mike Takla (MGT & Associates)
• The survey was organized along 5 “Effectiveness Factors”:
Information & Knowledge-Sharing
Brand Strategy/Success
Target AKFCF recipients (539):Target AKFCF recipients (539): One
survey per franchise, letting larger ones decide who else on
their
management teams should also be invited to complete
questionnaire.
2010 survey rollout & feedback: 2010 survey rollout &
feedback: Survey launched & available for completion at
Feb./’10 Convention;
3rd party supplier (Survey Monkey) handled on-line collection
&
consolidation of survey results;
Summarized survey data went to Mike Takla & then AKFCF’s
BSC
Committee to analyze findings & develop priorities &
recommended
actions;
Yagoda & AKFCF’s leadership team for discussion &
approval;
Survey results & future actions made available in early
April;
Town hall meetings, AKFCF Newsletter, & local presentations to
be
used to communicate survey results, planned actions & to
solicit
additional feedback & opinions.
• Survey results & analysis:
Response ratio & demographics
Fostering “One System” & Trust Operational
Execution/Excellence
Profitability & Growth Top Challenges & Suggestions Summary
of Top Issues
• Partnership Effectiveness Scorecard
• Recommended actions
& past survey results
Highest AKFCF survey response ever at 74%*
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Past AKFCF Scorecard surveys*:
• Spring '07- 178/539 (33%) • Fall '07- 184/539 (34%) • Fall '08-
268/539 (49%)
How many restaurants do you operate?How many restaurants do you
operate?
Which regional association do you belong to?Which regional
association do you belong to?
NOTE: Numbers might not total 100% because not everyone answered
all questions.
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information & know-how to successfully operate their
restaurants; 27% disagree;
productive ways to share information & “best practices”
& that information about the brand is communicated &
distributed in a timely & effective manner;
63% don’t believe that financial data, used to make
business decisions, is shared in an open & effective
manner.
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71% don’t believe that the current brand vision &
strategy
are clear;
83% don’t believe we have a strong Marketing calendar
that will drive sales growth & 81% don’t think that KFC’s
product development provides a pipeline of innovative &
cost-effective products;
Just over half of franchisees (55%) believe that we’re not
responding, effectively & promptly, to address customer
issues & needs;
Data suggests that many franchisees believe: customer-related
issues & needs are effectively being
addressed at the store level, but not on a national basis; much
more product testing is needed before launches; we’re making quick
product changes but some are too
quick, not thought out enough &/or are not the right changes we
should be making.
Topic with 3rd lowest
74%74% 84%84% 80%80%
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Significant findings
jointly, in a spirit of trust & mutual respect, toward
brand
growth & success;
KFCC’s part;
Almost ¾ of all franchisees (74%) don’t believe that
healthy debate & 2-way dialogue is occurring between
franchisees & KFCC.
Significant findings
Less than ½ of all franchisees (46%) believe that operational &
performance standards are clear & reasonable & that they’re
consistently applied & executed on a nationwide basis,
including inspection standards (47%);
Less than ½ (48%) believe that knowledge, resources & support
are provided to achieve operational goals & objectives
60% don’t believe that training is reliable, accessible &
cost-effective. Although the move towards digital, on-line training
appears, on the surface, to be a good idea: KFCC has done a very
poor job of providing quality, “bug-free” training for the monthly
fee it charges franchises; most restaurants have a very limited
number of computers to
support training initiatives; training oftentimes interferes
customer service delivery.
55% don’t believe we’re effectively leveraging technology &
working towards continual improvement & simplified
operations.
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Significant findings
82% of franchisees don’t believe that we’re doing all we
can to improve business profitability- many are hurting;
84% don’t believe that new builds & remodelled
restaurants are cost-effective- a major lack of
endorsement of KFCC’s current remodelling strategy;
80% don’t believe that products & promotions, rolled out
this year, were profitable for their organization- a major
lack of endorsement of KFCC’s current Marketing &
promo strategies;
The very small minority of franchisees, that disagree with
the above (4-8%), are likely: smaller restaurants, in rural areas,
not heavily impacted
by current upgrade &/or Marketing/promo strategies; restaurants
who have been “rescued” by KFCC, in some
way, & are not feeling the hurt as intensely as others.
Topic with lowest
System too slow in addressing customer issues & needs
(55%)(55%)
Weak Marketing calendar driving sales growth (83%)(83%)
Weak product development for innovative & cost-effective
products (81%)(81%)
1.1. Profitability & GrowthProfitability & Growth
(1.4)
Not enough being done to improve profitability (82%)(82%)
New builds & remodels not cost-effective (84%)(84%)
Products & promotions unprofitable (80%)(80%)
2.2. Fostering "One" System & TrustFostering "One" System &
Trust (1.6)
Trust & mutual respect lacking (84%)(84%)
Unresponsiveness to each others’ concerns (80%)(80%)
Healthy debate & 2-way dialogue absent (74%)(74%)
CoreCore
RequirementRequirement
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• Survey results & analysis:
Response ratio & demographics
Fostering “One System” & Trust Operational
Execution/Excellence
Profitability & Growth Top Challenges & Suggestions Summary
of Top Issues
• Partnership Effectiveness Scorecard
• Recommended actions
& past survey results
Profitability, mutual respect and goal-alignment
Q.1: Biggest challenge that franchisees and KFCC need to address
together?
1. Achieving profitabilityprofitability & sales growthsales
growth.
2. Building trust & mutual respecttrust & mutual respect
“to beat competition, not each other”.
3. More leadership leadership teamwork, cooperation, communications
& compromise-
“Partners, not dysfunctional enemies”.
4. Goal & process alignmentGoal & process alignment on
brand positioning, operations simplification,
decision-making rights, at operating level, & better
information/data-sharing.
Joint KFCC/AKFCFJoint KFCC/AKFCF--related commentsrelated
comments
KFCCKFCC--related commentsrelated comments
1. Recognition Recognition of franchisees’ core role, knowledge
& expertise- “Too much top
down, condescension, arrogance, lack of listening,
understanding…bullying”.
2. Too many new & unprofitable productsToo many new &
unprofitable products are “killing bottom line. Promote all
products, not just Marketing’s pet initiatives”.
3. Overly-rigid upgradesupgrades notnot
costcost--effectiveeffective & require urgent attention.
(Cont’d)*279 answered question; by order of most frequently
mentioned.
Survey results: Top Challenges & Suggestions (784
comments)
Profitability, mutual respect and goal-alignment
1. Creating relevant brand & productsbrand & products for
customers which have been lost- “Back
to basics & Original Recipe. Too many poor quality,
unprofitable products now
on a bloated menu. More appeal to younger generation with
innovative, healthy
offerings”.
2. Lowering of food & laborfood & labor--related
costsrelated costs.
3. Clear & effective Marketing program, advertizing &
promosMarketing program, advertizing & promos based on
“facts
& customer needs, not gut feel. More rigorous product testing
before launches.
Lack of overall impact & success that Marketing (&
remodels) have had on sales-
completely out of touch with reality. We’re discounting our
products away”.
4. More & better front-line trainingtraining, “which is
practically non-existent now”.
5. Fairer & more balanced
Inspectors/inspectionsInspectors/inspections- “Their sole mission
appears to
be to support KFCC’s agenda of putting franchisees out of business
to gain more
control”.
Business PracticesBusiness Practices--related commentsrelated
comments
Q.1: Biggest challenge that franchisees and KFCC need to address
together?
(Cont’d) 21
Profitability, mutual respect and goal-alignment
1. “Addressing rural & urban differencesrural & urban
differences & related customer needs.
2. Proactively managing & responding to
governmentgovernment--driven driven
‘‘interferenceinterference’’.
3. KFC’s marketing of the brand has made customers
‘‘unthinkunthink’’ us. The yearly
calendar is unreliable & a joke.
4. Surviving the current economic climateeconomic climate….&
KFCC’s hostilehostile attitudeattitude”.
Other Notable MentionsOther Notable Mentions
Q.1: Biggest challenge that franchisees and KFCC need to address
together?
22
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Communications, information-sharing and business alignment
Q.2: . How can franchisees and franchise organizations be more
effective?
1. KFCC needs to listen to, respect & trust franchisees’
knowledge, expertise &
viewpoints.
2. More & better sharing of information & data- financial,
marketing, facilities.
TwoTwo--way Communicationsway Communications
2. Better: longer-range planning; store-level training for Managers
& teams; innovation & more open-mindedness; access to
professional services & experts to assist in field; cost
control.
3. Clear understanding of needs, common business goals, strategies
& tactics-
“One agenda, not two”.
4. Profitable Marketing & promotional programs that clearly add
to bottom line.
5. Sharing of decision-making between KFCC & franchisees- new
products, ads.
Business Strategies & ProcessesBusiness Strategies &
Processes
*238 answered question; by order of most frequently mentioned.
(Cont’d)
Survey results: Top Challenges & Suggestions (784
comments)
Communications, information-sharing and business alignment
Q.2: . How can franchisees and franchise organizations be more
effective?
1. “We need to stand together with strength, solidarity &
firmness.
2. Work with KFCC in these tough times as partners, not
enemies.
3. Focus on the future & competitors, not on the past &
inward against each
other.
4. KFCC needs to get their vindictive Inspectors off our
backs.
5. Current NCAC issues need to be resolved. NCAC needs to get its
act together
& not simply sit back & blame KFCC for poor
products”.
Other Notable SuggestionsOther Notable Suggestions
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25
KFCC needs to understand the formula: Franchisee success=KFC
success
Q.3: How can KFCC be more effective?
1. “Quit bullying, bulldozing, attacking & policing. This is a
partnership, not a
dictatorship. Drop the ‘old school’ management techniques.
2. Listen to the voice & ideas of franchisees & support
them. Create a climate
where honest exchange of ideas are encouraged; more
transparency.
3. Care about the business growth & success of franchisees,
which clearly isn’t the
case now.
4. Top KFCC leadership needs to rebuild the trust & credibility
they’ve lost with
all the franchisee community; need to demonstrate leadership with
honour &
integrity.
5. Don’t wait for Federal lawsuits to start cooperating.
6. Provide straight answers to questions & stop dancing around
the issues & data.
7. Concentrate more on running the business (i.e. sales growth
& franchisee
profitability), rather than just on EPS, revenue royalties, Yum
stock values &
Wall Street”.
Management StyleManagement Style
*267 answered question; by order of most frequently mentioned.
(Cont’d)
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KFCC needs to understand the formula: Franchisee success=KFC
success
Q.3: How can KFCC be more effective?
1. “Clearer business vision, goals, strategies & tactics, incl.
alignment on these.
2. Higher quality & cost-effective training, incl. sharing of
“best practices”.
3. More rigorous testing of new products before launch that
everyone
participates in; use RRP.
4. Simplify operations & menus.
5. Rebalance the role of the ‘gotcha’ Inspectors who currently are
totally
counterproductive.
6. Quit giving away new products & diluting value.
7. Stick to proven ‘basics’ (Original Recipe, COB) & new
products that aren’t
capital/equipment intensive”.
(Cont’d)
KFCC needs to understand the formula: Franchisee success=KFC
success
1. “Be more realistic concerning facility actions in these tough
economic times.
2. Stop operating on ‘gut feel’ & financially onerous remodels
based on
international markets. Our reality is meeting North American
customer needs.
3. Visit & spend more time in restaurants to better understand
our business
environment, customers & restaurant business models/success
factors.
4. Give us new U.S.- savvy leaders who understand our customers,
& can work
with franchisees on a win-win basis, not foreigners who don’t &
can’t”.
Other Notable SuggestionsOther Notable Suggestions
Q.3: How can KFCC be more effective?
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What’s lacking: • mutual trust & respect;
• understanding of N. American customer & needs; • external
focus on customers & beating competition; • cooperative
problem-solving in lieu of legal recourse; • leadership teamwork,
cooperation & compromise; • recognition of franchisees as key
stakeholders, their
needs, expertise & viewpoints; • top KFCC leadership
credibility with franchisee community.
WhatWhat’’s lacking:s lacking: • mutual trust & respect;
• understanding of N. American customer & needs; • external
focus on customers & beating competition; • cooperative
problem-solving in lieu of legal recourse; • leadership teamwork,
cooperation & compromise; • recognition of franchisees as key
stakeholders, their
needs, expertise & viewpoints; • top KFCC leadership
credibility with franchisee community.
Business Strategy & Processes
Management Style & Behavior
• Survey results & analysis:
Response ratio & demographics
Fostering “One System” & Trust Operational
Execution/Excellence
Profitability & Growth Top Challenges & Suggestions Summary
of Top Issues
• Partnership Effectiveness Scorecard
• Recommended actions
& past survey results
AKFCF/KFCC partnership scorecard
Information & KnowledgeInformation &
Knowledge--SharingSharing
Brand Strategy/SuccessBrand Strategy/Success
Operational Execution/ExcellenceOperational
Execution/Excellence
Profitability & GrowthProfitability & Growth
P A R T N E R S H I P
E F F E C T I V N E S S
2.72.7
1.81.8
1.61.6
2.32.3
1.41.4
Scores*Scores* Average OverallAverage Overall
EffectivenessEffectiveness
Spring 2007Spring 2007 Communication: 2.6
Innovation: 2.5
Training: 1.9
Profitability: 2.3
Innovation: 2.1
Training: 1.9
Profitability: 1.7
Innovation: 1.9
Training: 1.9
Profitability: 1.7
Operational Execution/ExcellenceOperational
Execution/Excellence
Profitability & GrowthProfitability & Growth
TrainingTraining
ProfitabilityProfitability
CommunicationCommunication
31
55Target
32
• Survey results & analysis:
Response ratio & demographics
Fostering “One System” & Trust Operational
Execution/Excellence
Profitability & Growth Top Challenges & Suggestions Summary
of Top Issues
• Partnership Effectiveness Scorecard
• Recommended actions
& past survey results
33(Cont’d)
Rebuild Trust Franchisee concerns: Lack of trust in leadership.
Lack of recognition of franchisees’ core role, knowledge &
expertise- “Too much top down, condescension, arrogance, lack of
listening, understanding, bullying”. 63% don’t believe that
financial data, used to make business decisions, is shared in an
open & effective manner. 71% don’t believe that the current
brand vision & strategy are clear. 84% don’t believe that
franchisees & KFCC leaders work jointly, in a spirit of trust
& mutual respect, toward brand growth & success. 80% don’t
believe that franchisees & KFCC are responsive to each others’
concerns- not enough give & take on KFCC’s part. 74% of
franchisees don’t believe that healthy debate & two-way
dialogue is occurring between franchisees & KFCC.
Action: Top KFCC leadership needs to rebuild the trust &
credibility they’ve lost with all the franchisee community. KFCC
Leadership needs to demonstrate leadership with honor &
integrity. KFCC needs to listen to, respect & trust
franchisees’ knowledge, expertise & viewpoints.
“Quit bullying, bulldozing, attacking & policing. This is a
partnership, not a dictatorship. Drop the ‘old school’ management
techniques”.
Listen to the voice & ideas of franchisees & support
them.
Create a climate where honest exchange of ideas are encouraged;
more transparency. More & better sharing of information &
data- financial, marketing, facilities. Provide straight answers to
questions & stop dancing around the issues & data.
Key concerns and 4 indicated actions- KFCC
(Cont’d)
New Products
Franchisee concerns: Too many new & unprofitable products are
“killing bottom line.” 71% feel the brand vision & strategy are
unclear. 80% believe that the new products & promotions are
unprofitable. 83% don’t believe we have a strong marketing calendar
that will drive sales growth. 81% don’t think that KFC’s product
development process provides a pipeline of innovative &
cost-effective products. “We are making quick product changes, but
some are too quick, not thought out enough, &/or are not the
right changes we should be making. NCAC needs to get its act
together & not simply sit back & blame KFCC for poor
products.”
Action: Need much better process & discipline prior to new
product launches. A more disciplined approach is needed than is
currently followed. Adopt & follow the Restaurant Ready
Process. Early Franchisee participation is essential to help ensure
all aspects of a specific promotion get a green light, with no
backtracking, & to increase the odds of a successful product
launch.
More rigorous product testing before launches is required. “Red
Lights” must be adhered to. “Emotional Green Lights” are very
risky. Franchisees should be involved throughout the development
process. Last-minute, “up-or-down” franchisee votes are very
risky.
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(Cont’d)
Operational Excellence & Training
Franchisee concerns: Only about one-third of respondents believe
there are currently productive ways to share information &
“best practices” & that information about the brand is
communicated & distributed in a timely & effective manner.
Less than half (48%) believe that sufficient knowledge, resources
& support are provided to achieve operational goals &
objectives. Less than half (46%) of franchisees believe that
operational & performance standards are clear & reasonable
& that they are consistently applied & executed on a
nationwide basis, including inspection standards. “KFCC needs to
get their vindictive Inspectors off our backs.” Inspections need to
be fairer & more balanced. Inspectors sole mission appears to
be to support KFCC’s agenda of putting franchisees out of business
to gain more control”. 60% do not believe that training is
reliable, accessible & cost-effective. Although the move
towards digital, on-line training appears, on the surface, to be a
good idea, KFCC has done a very poor job of providing quality,
“bug-free” training for the monthly fee it charges franchises. Most
restaurants have a very limited number of computers to support
training initiatives. 60% don’t believe that training is reliable,
accessible & cost-effective.
Action: Improve availability of tools, knowledge, resources &
support, incl. reliable, cost-effective & accessible training.
Improve cross-system sharing for sharing “best practices”.
Training needs to be accessible to all Franchisees, easy to use
& reliable. Learning Zone should be free, to the entire system,
so we can Step Change operations at every store & more
effectively deliver customer service.
35
(Cont’d)
Business Model Franchisee concerns: Business is not profitable.
Overly-rigid upgrades not cost-effective & require urgent
attention. 82% of franchisees don’t believe that we are doing all
we can to improve business profitability.
Many are hurting. 63% don’t believe that financial data, used to
make business decisions, is shared in an open & effective
manner. Overly-rigid upgrades are not cost-effective. 84% don’t
believe that new builds & remodeled restaurants are
cost-effective.
Action: “Care about the business growth & success of
franchisees, which clearly isn’t the case now.” Jointly identify
initiatives directly aimed at improving both KFCC & franchisee
profitability.
Identify processes & joint actions to ensure cost-effective
builds & remodels, incl. development of innovative products
& promotions. Develop profitable marketing & promotional
programs that clearly add to bottom line. Include franchisee input
in preparing the business case.
36
AKFCF actions going forward
• Remodels & new builds- Sponsor AKFCF facilities council to
share best practices & cost savings ideas for remodels &
new builds to help calibrate ROI.
• Information exchange- Develop process, whereby local advertising
co-ops can share information on new products & promotions,
under direction of Larry Light & Joan Kiddon.
• Training- Franchisee developed, or recommended, training programs
to be used at regional meetings, or as webinars- programs such as
Harman’s “7-Steps to Margin Improvement”.
37
38
• Survey results & analysis:
Response ratio & demographics
Fostering “One System” & Trust Operational
Execution/Excellence
Profitability & Growth Top Challenges & Suggestions Summary
of Top Issues
• Partnership Effectiveness Scorecard
• Recommended actions
& past survey results
Committee Members:Committee Members:
39
More than 15
Southern California
Information and Knowledge-Sharing
decisions, is shared in an open and
effective manner
operations is distributed in a timely
and effective manner
information and best practices among
KFCC and franchisees
know-how they need to be successful
Brand Strategy and Success
KFC product development provides
innovative and cost-effective products
that will drive sales growth
Our system responds promptly and
effectively to act on and address
customer issues and needs
clear to the system
1 - Strongly Disagree
2 - Disagree 3 - Neither Agree Nor Disagree 4 - Agree 5 - Strongly
Agree
2010 survey questionnaire
Fostering “One System” and Trust
Healthy debate and two-way
dialogue occurs between KFCC
Franchisees and KFCC leaders
and mutual respect toward brand
growth and success
easily accessible to franchisees,
managers and team members
Relevant tools- knowledge, resources
operational goals and objectives
operations and performance standards
on a nationwide basis
performance standards for our
Statements
organization
restaurants are cost-effective
We are doing all we can, as a system, to improve the
profitability of the business
Section 3: Top Challenges and Suggestions
1. What is the biggest challenge that franchisees and KFCC need to
address together?
2. How can franchisees and franchise organizations be more
effective?
3. How can KFCC be more effective?
Spring ’07 survey results
COMMUNICATION 20% 2.6
Communication to franchisees that is timely, accurate and 100%
focused on domestic KFC brand 7% 5.0
3.1
KFCC support of regional meetings and AKFCF convention 5% 5.0
2.9
Share financial information 5% 5.0 1.9
Share 2N1 financial information/best practices 3% 5.0 1.6
INNOVATION 25% 2.5
Simplify operations (especially back of house) 10% 5.0 2.2
Appeal to the younger generation, both as customers and employees
10% 5.0
2.5
Regional products 2% 5.0 1.9
TRAINING 25% 1.9
KFCC support franchisees with fully staffed trainers and relevant
materials. 20% 5.0
1.7
Constructive CER evaluations and Champs scores used for training
purposes. 5% 5.0
2.1
Sustain Sales and Transaction Growth 10% 5.0 2.5
New Products that fit a realistic food and paper cost 10% 5.0
2.5
Lower Building and Equipment Costs 7% 5.0 1.8
Cost shifting to franchisees 3% 5.0 1.9
KFC BRAND VALUE 100% 2.3
N= 178/539 (33%)
Target RatingMEASURE WEIGHT
COMMUNICATION 20% 2.2
Communication to franchisees that is timely, accurate and 100%
focused on domestic KFC brand 7%
5.0 2.5
KFCC support of regional meetings and AKFCF convention 5% 5.0
2.2
Share financial information 5% 5.0 2.0
Share 2N1 financial information/best practices 3% 5.0 1.7
INNOVATION 25% 2.1
Simplify operations (especially back of house) 10% 5.0 2.0
Appeal to the younger generation, both as customers and employees
10%
5.0 2.2
Regional products 2% 5.0 1.7
TRAINING 25% 1.9
KFCC support franchisees with fully staffed trainers and relevant
materials. 20%
5.0 1.4
Constructive CER evaluations and Champs scores used for training
purposes. 5%
5.0 1.9
Sustain Sales and Transaction Growth 10% 5.0 2.0
New Products that fit a realistic food and paper cost 10% 5.0
2.1
Lower Building and Equipment Costs 7% 5.0 1.6
Passing Cost onto Franchisees* 3% 5.0 1.7
KFC BRAND VALUE 100% 1.9
N= 184/539 (34%)
COMMUNICATION 20% 2.2
Communication to franchisees that’s timely, accurate & 100%
focused on domestic KFC brand 7% 5.0 2.7 2.5
KFCC support of regional meetings & AKFCF convention 5% 5.0 2.7
2.2
Share financial information 5% 5.0 2.0 2.0
Share 2N1 financial information/best practices 3% 5.0 1.8 1.7
INNOVATION 25% 2.3 2.1
Simplify operations cost effectively 10% 5.0 1.7 2.0
Appeal to the younger generation, both as customers & employees
10% 5.0 2.2 2.2
Healthy products that are profitable 3% 5.0 1.8 1.8
Regional products 2% 5.0 1.7 1.7
TRAINING 25% 1.9 1.9
5.0 1.7 1.4
KFCC provides innovative & relevant training materials. 5% 5.0
2.1 1.4
Constructive evaluations & scores used for training purposes.
5% 5.0 1.9 1.9
PROFITABILITY 30% 1.9 1.7
Marketing that sustains sales & transaction growth. 10% 5.0 1.7
2.0
Products & promotions that are profitable & drive
transactions. 10% 5.0 1.7 2.1
Lower Building & Equipment Costs 7% 5.0 1.5 1.6
Passing Cost onto Franchisees* 3% 5.0 1.7 1.7
*Very high cost to you = 1; Very low cost to you = 5
KFC BRAND VALUE 100% 1.7 1.9
N= 268/539 (49%)