anything to go by and had nothing to help him evaluate the attractiveness of the Chinese market. The main downsides of operating in China were huge demands on managerial resources and the low prospects of significant hard currency repatriation. The first decision that Wang was faced with was where to open the location of the first KFC. Obviously there were differences from city to city but a reliable way to evaluate these differences did not exist. Wang was interested in the enormous potential of the Chinese market, but he knew that many other companies had failed in similar ventures. Ta-Tung, (Tony) Wang was born in the Sichuan province in the People's Republic of China in 1944. He moved to Taiwan when he was young and graduated from the Chong-Yuan University with a degree in engineering. He later moved to the United States, and in 1973 completed a masters degree in management science from the Steven's Institute of Technology in New Jearsey. He then attended New York University where, in 1975, he received his post-master's certificate in international business management. Wang joined KFC in 1975 at the headquarters in Louisville. Wang was convinced of the large potential for American-style fast food in China. He attended a lecture by the mayor of Tianjin (the third largest city in China), who spoke of the many opportunities for investment in his city. Wang was asked by the mayor to sit on a council to advise on improving the fast food industry in Tianjin. KFC was currently owned by R.J. Reynolds, who was very interested in getting into the Chinese market to sell their cigarettes. American smokes were in high demand in China. Wang had the support of top management. He spoke perfect Mandarin and English and was as comfortable working in New York as he was Beijing. He also had experience negotiating with the Chinese. As Tony Wang investigated more and more into the necessary requirements his concerns began to grow. He knew that Ch...
