Introduction Two brothers, Richard and Maurice McDonald came to make a career in Hollywood an d sadly ended up as owners of a drive

-in restaurant in San Bernardino of Los Ang eles. In the year 1954, a milk-shake machine salesman, Raymond Kroc found that one of his clients the McDonald’s had purchased eight multimixers! This was quite astonis hing as each mixer had the capacity to mix five shakes in one go. Curiosity got the better of him and he trekked to San Bernardino to see the people who needed forty shakes all in a go. He was amazed to see that large number of people were being served their orders of packaged foods in less than 60 seconds! This effici ency set him thinking about a chain of restaurants. The next day Kroc talked the brothers into a deal which allowed him to sell McDonald’s franchises for a price of $950. Soon the first link in the McDonald s chain was born in Des Plaines, Il linois on April 15, 1955. At an age when most people are looking ahead to retire ment and a relaxed life, Ray Kroc looked for opportunities, took risks and worke d towards success. Think Global, Act Local Internationalization involves customizing marketing strategies for different reg ions of the world according to cultural, regional and national differences to se rve specific target markets. In order to standardize the marketing mix, strategy needs to group countries by social, cultural technological, political and econo mic similarities. 7 Ps to analyze McDonald’s: 1. Product: features, quality, quantity 2. Place: location, number of outlets 3. Price: strategy, determinants, levels 4. Promotion: advertising, sales promotions, PR 5. People: quantity, quality, training, promotion 6. Process: blueprinting, control procedures, automation 7. Physical: cleanliness, décor, ambience of the service. Product One of the aims of McDonalds is to create a standardized set of items that tast e the same whether in Spain, Singapore or South Africa. McDonald’s also learned th at though there are substantial cost savings through standardization, being able to adapt to an environment ensures success. Adaptation is required for many reasons including consumer tastes/preferences an d laws/customs. There are many situations where McDonald’s adapted the product bec ause of religious laws and customs in the country. e.g In Israel after initial p rotests, Big Macs are served without cheese in several outlets, thereby permitti ng the separation of meat and dairy products required of kosher restaurants. In India they serve Veg McNuggets and a mutton based maharaja Mac (Big Mac).such in novations are necessary in a country where Hindus don’t eat beef, Muslims don’t eat pork and Jains don’t eat meat of any type. In Malaysia and Singapore McDonald’s unde rwent rigorous inspections by Muslims clerics to ensure ritual cleanliness, the chain was award with a Halal certificate indicating the total absence of pork pr oducts. McDonald’s also adapted also adapted its original menu to meet its customer needs/ wants in different countries.In tropical markets Guava juice was added to McDona ld’s menu. In Germany beer is sold as well as McCroissants. McSphagetti has become increasingly popular in Philippines. In Thailand McDonald’s introduced Samurai’s po rk burger with sweet sauce. But irrespective of variations and additions, the structure of the McDonald’s menu remains essentially same all over the world: main course burger/sandwich, fries and overwhelming Coca Cola. The keystone of this winning combination is not Big Mac or even the generic hamburger as everyone might think-Its the fries. The ma in course may vary but its signature innovation--- French fries—remains same. Quality Quality assurance teams are responsible for monitoring the quality of McDonald’s f ood products, even at suppliers, at all the stages of production. Every supplier


. All the restaurant staff receives comprehen sive training in food safety and hygiene and food preparation procedures. They used to add 300-400 r estaurants every year in USA regardless of circumstances. Place McDonald’s continues to focus on managing capital outlays more effectively through prudent and strategic expansion. That is. This i s a global practice and the one which is a distinguishing feature of McDonalds a s fast food restaurant. They have applied this lesson to their rapidly growing international business especially in countries where competition is not so stron g . It was strategy that c reated gap between them and the competition. company added 1668 restaurants system wide compared to 2110 in 1997 and 2642 in 1996. McDonald’s realizes the potential for growth in international market and plans to benefit from the lessons that they learnt in the USA. They realized that they could have had added lot more when there was no competition.Although this strategy is an example of globalization but still it is a “glocal” focus as McDonald’s can share its ideas and experiences across borders.manufactures to very tight specifications of exact quantity and quality of raw ingredients and the dimensions of finished products.In 1998. Quality controls continue w hen the food arrives at restaurants. there would have had been lot more McDonalds.

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