With the assumption of responsibility for all KFC operations in Southeast Asia, Wang began to see the decision to invest in China in a different light. The singular objective of getting into China would now have to be balanced .with other
investment opportunities in the region. KFC had enormous growth potential throughout Southeast Asia. The national markets of the region, while together smaller than the entire Chinese market, had already been exposed to Western-style
fast food; patterns of demand for KFC's products were we!l. understood, Compared
to China, targeting these markets for growth had certain appeal. Control over
partners and employees would be rather simple to maintain, leading to rapid
growth and higher returns. Hard. currency was also readily available. China, in
contrast, would demand a huge amount of scarce managerial resources.