ADAPTATION IN GENERAL BUSINESS Adaptation is the adjustment to environmental conditions.

Adaptation entails a process of knowledge acquisition and experience that enables the firms to evaluate the risks and opportunities. Adaptation occurs at two levels: MACRO - that represents the adaptation of the firm to its external environment MICRO - that represents the internal adaptation of the firms processes, tasks, routines, structures INTERNATIONAL ENVIRONMENTAL ADAPATION BY MULTINATIONAL BUSINESS Multinational companies (companies that compete in more than one country), in their aim to develop their business practices, increase profitability and overcome any problems related with the saturation of existing markets, expand their operations to overseas markets. The MNCs are exposed to a multitude of international environment from which they depend for essential resources, clients, financial resources, and broad wealth of inputs. Moreover, MNCs operating in foreign environments face a liability of foreignnes, that accrues from the lack of knowledge and insufficient adaptation to the environment. As such, the MNCs face a set of constraints that differ from those of purely domestic firms. Firms success is depend on the environment surrounding it and how well the firm deal with that environment or change that environment. When firms enter in international business it face different environmental aspects of different countries like rules defined by the political , social, legal and economic institution etc. In order to become successful MNCs must comply with the rules, norms and behaviours set forth by the institution of that place where it operate. Environmental changes and specifically how firms respond to these changes, causes variation. Firms are selected in or out, depending (at least partly) on their pool of capabilities and resources that permits them to perform given the environment. Only those best fitted should survive, being retained it is likely that the best performers develop a set of new resources and capabilities that renders them an idiosyncratic competitive position To adapt to the International Business Environment , the multinational corporations need to engage in: Systematic collection of information on all environmental dimensions and the economic agents in the local markets. Processing this information to enhance environment knowledge. Identification of the more vulnerable internal areas and external opportunities towards a better environmental fit. Implementation of the best practices more adjusted to the identified environment .

Each International Business Environment dimension is likely to have a somewhat diverse impact on the MNCs adaptive strategies . Each dimension imposes a different set of opportunities, threats, challenges, and constraints. For example, if cultural diversity is considered a threat when operating in a foreign IBE, the MNC is likely to prefer having a high content of local citizens in their organization chart, occupying executive roles. But, if the political risk proves to be dominant, a set of alliances and interlocking directorates with public officials may hedge against potential hazards. Similarly, if the income profiles of the countries are significantly diverse the adequate strategy may be to adapt the product to fit into the local habits and incomes or positioning the product in a specific market segment. The exchange rate threat may be best overcome through the internal practice of transfer prices and local (or external) supplies. Thus the IBE dimensions are not static; they co-evolve to embed the simultaneous evolution of firms and exogenous environments (local and international).

PepsiCo serves 200 countries and is a world leader in providing food and beverage products. Its brands consist of Frito-Lay North America, PepsiCo Beverages North America, PepsiCo International and Quaker Foods North America. Some of PepsiCo's brands are over 100 years old, however the company was only founded in 1965 when Pepsi-Cola merged with Frito-Lay. PepsiCo then attained Tropicana and Gatorade when they merged with the Quaker Oats Company. The combined retail sales average about $92 billion. The company is focused on being the premier producer in supplying the world with convienient foods. They offer a wide variety a food options as well, including healthy options. PepsiCo stands out as a company because of its sustainable advantage. It includes widely known brands, innovative products, and powerful market skills. The company also tries to benefit the community. To make themselves a sustainable company, they have put a focus on the environment and benefiting society with their business. Recently, PepsiCo released information of their plan to drive sustainable water practices and improve rural water in Africa, China,India and Brazil. Public Relations people have great opportunities to improve the company's reputation because of the size and financial stability of the company. PepsiCo is extremely well known in the world as a leading source of food and beverage products with immense revenue. The challenge for the Public Relations people is that if something negative were to effect PepsiCo it would put a damper on all of the products that the company makes. Therefore, the PR people would have a lot of crisis management in their hands. PepsiCo, Inc. is an American Fortune 500 company headquartered in Purchase, New York. Founded in Chicago. It offers over 80 products worldwide, including local variations in the different countries of operation. PepsiCo owns five different food and beverage brands: FritoLay, Quaker, Pepsi-Cola, Tropicana and Gatorade. A complete profile of PepsiCos products is presented in Figure2.Given the wide range of products under PepsiCos food and beverage brands, this paper narrows its evaluation to environmental management of PepsiCos beverage products in India. PepsiCo entered India in 1989 by a joint venture (JV) with the Punjab-government-owned Punjab Agro Industrial Corporation (PAIC) and Voltas India Limited. In 1994, Pepsi ultimately bought out its partners, becoming a fully owned subsidiary and ending the joint venture (Kaye, 2004). The companys beverage portfolio in India consists of carbonated and non-carbonated drinks and packaged mineral water. The iconic beverages such as Pepsi, Mountain Dew, 7 Up, and Mirinda fall under the soft drinks (carbonated) segment. PepsiCos non-carbonated segment broadly consists of sports drinks (Gatorade), fruit juices (Tropicana), and hydrating

beverages such as Aquafina drinking water. The group has built on its expansive beverage business to support the operations at its 43 bottling plants in India (Pepsi Foods, 2010). As seen in figure 3, during 2007-08, the sales from non-alcoholic beverage sector made up 72% of its total sales worldwide. PepsiCo enjoys a 13% market share of the Indian beverage industry, and over the years its presence has got biggerespecially in the carbonated drinks (soft drinks) sector. In 2003, India was one of the top five markets for growth in the soft drinks sector. PepsiCo has invested more than $1 billion US in its Indian subsidiary (Pepsi Foods, 2010). PRODUCTS OF PEPSICO Foods

Cheetos Kurkure Lay's Lehar Namkeen Quaker Oats Uncle Chipps Aliva

Beverages

Pepsi 7UP Aquafina Gatorade Mountain Dew Nimbooz Slice Tropicana Tropicana Twister ENVIRONMENTAL ADAPTATION BY PEPSI IN INDIA

POLITICAL ADAPTATION

When PEPSI CO enterd india it had to follow many rules and regulation of government of India llike they changed their name from pepsi cola to lehar pepsi because it is a foreign brand and they have to change the name of their different brand. In 1988, the New York office of the President of the multi-billion cola company PepsiCo received a letter from India.The company had been trying for some time to enter the Indian market - without much success.The letter was written by George Fernandes (Fernandes), The General Secretary of one of the country's leading political parties, Janata Dal. I learned that you are coming here. I am the one that threw Coca -Cola out, and we are soon going to come back into the government. If you come into the country, you have to remember that the same fate awaits you as Coca-Cola." George Fernandes The General Secretary Janta Dal (- A New Internationalist Magazine Article, commenting on Pepsi's struggle to enter India, in August 1988)

Pepsi make its proposal attractive to the Indian government through their Objectives Focus on food & agro-processing Only 25% investment for Soft drink Bring advanced food processing technology Boost image of Made in India to Foreign Market In August 2003, an environmental group in India claimed that both Coke and Pepsi had high levels of pesticide residue in their products. New Delhis Center for Science and the Environment tested samples of both products and reported, each sample has enough poison to cause cancer, damage to the nervous and reproductive systems and disruption of the immune system. the Indians started to stage protests against the companies that resulted in partial bans across the nation. Local politicians began to immediately attack their brands, making the people doubt the brands even more. Eventually, both companies products were banned from being sold in government offices, schools and hospitals. Pepsi attempted to ease the peoples minds by staying quiet until all their research had been properly administered and interpreted. After sometime to deal with this situation Pepsi began a public relations offensive that claimed, Pepsi is one of the safest beverages you can drink today. and said that there were pesticides in Pepsi but it was the same amount that could be found in any other product produced in India. In research it is found that the sample was 24 times above the general standard finalized by the bureau of india.

It joined with Godrej an Indian company .Pepsi s willingness to do exactly as india wanted has proving to be very beneficial for the company Pepsi is now also involved in countertrade in india , which has helped them to develop their business in india .

CULTURAL ADAPTATION At the time of navratri pepsi has sponsored big , popular dance competition called garba dances to boost their sales. They team up with zee alpha,a popular T.V channel amongst the gujarati, to broadcast the navratri festival. C ricket is very popular in india pepsi take advantage of it. It has run very successful campaigns with cricket, especially the one day series. Pepsi take advantage of Indian cultural festivals to promote their product.

SOCIAL ADAPTATION In India a region that faces severe water shortages , an agriculture process called DIRECT SEEEDLING of rice introduced by pepsico helps growers avoid three water intensive steps- puddling, transplanting, standing water. After successful trials with direct seeding in pepsi cos R&D fields, the company has developed a direct seeding machine for its farmers. In 2010 pepsico expanded direct seeding and applied it to approximately 10000 acres, saving more than 7 billion litres of water . there is also a 70% reduction of green house emission. In consultation with local govt. pepsico introduced lass water intensive citrus plantation for farmers as an alternative to pady and set up two fruit processing plants in the region. CAP Foundation- Partner in training and provide alternate livelihood options for Tsunami affected communities in Andhra Pradesh and Tamil Nadu. Project Healing Touch Partner in Mission Vijay Programme to provide ex-servicemen with sustainable livelihoods PepsiCo India Akshay Patra Partnership PepsiCo India has partnered with Akshaya Patra, an NGO that supports the "Mid-day meal" program launched by Government of India feeding over 1.4 million underprivileged students every day of the school year, in 20 locations, across 9 states in India It extended it contracts farming initiatives to groundnuts in the year 2000

ENVIRONMENT ADAPTATION A larger part of its sustainability efforts involves reducing the negative effects resulting from the production and consumption of its product. Pepsi co involved in several water conservative efforts through out its business operation like rain water harvesting inintiative in its manufacturing location such as roof water harvesting and recharge ponds.

ECONOMIC ADAPTATION Pepsi generate employment opportunities 8000 people were working for the Company. As the recent conomic downturn has pagued the economy, company has to restructure their sales and marketing campaigns greatly. Also with diminishing profits they had to undergo downsizing internally and rethinking upon how to penetrate the market.

In the 1890s, William Hesketh Lever, founder of Lever Bros and later Lord Leverhulme, wrote down his ideas for Sunlight Soap his revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. It was toward make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use our products (Unilever Company Website, 2008). Founded in 1930 and based in United Kingdom, Unilever is one of the worlds leading suppliers of fast moving consumer goods across Foods and Home and Personal Care categories. Unilevers portfolio includes some of the worlds best known and m ost loved brands. The group operates worldwide and employs 174,000 people in 316 companies by the time of writing (Unilever Financial Report,). Since it was founded, Unilever established new business in several countries, such as United Kingdom, Germany, Spain, USA, Argentina, Turkey, Netherlands, Canada, China, South Africa, Italy, Sweden, Brazil, Russia, and Czech Republic and operated its own production factory in 158 strategic locations in those countries. For competing in foreign market, Unilever owned 316 subsidiaries worldwide and until 2008, Unilever has launched about 900 different brands. Several key facts of Unilever Group can be shown in the Table1 below.

The Unilever Group manufactures a wide range of consumer products including packaged food, weight management products, personal and household care. It splits its business activities into two divisions, Foods and Home & Personal Care: the cosmetics and toiletries business comes under the Personal Care subdivision, its largest in terms of revenue generation. The diversity of Unilevers cosmetics and toiletries portfolio, which encompasses some of the worlds leading brands such as Rexona, Dove and Axe/Lynx/Ego, contributes to its success in the global market. The company also owns a number of successful regional brands such as

Lifebuoy. In recent years Unilever has increasingly turned to focus on strengthening its position in the mass market. Unilever ranked third in the global cosmetics and toiletries market in 2006, with a share of 7%. The company has a strong global presence, with Western Europe, Latin America and Asia-Pacific as its key markets. Hindustan unilever limitedIt is a subsidiary of unilever. Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of nearly Rs.13718 crores. HUL is also one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India. The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, is to "add vitality to life." HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds 52.10% of the equity. The rest of the shareholding is distributed among 360,675 individual shareholders and financial institutions. HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured over 40 factories across India. The operations involve over 2,000 suppliers and associates. HUL's distribution network, comprising about 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers.

ENVIRONMENTAL ADAPTATION BY UNILEVER IN INDIA

POLITICAL ADAPTATION-

By the mid-1950 the Indian govt. had began to encourage unilever to allow a local shareholding in business . Due to government influence in 1956 the separate detergents, vanaspati and personal products business were reorganized into Hindustan lever with 10% of equity sold o the public. Further because of government pressure unilever raised the local shareholding by 1965 to 14%. The Indian govt. also encouraged the appointment of Indian national as managers .Unilever appointed the first locals to managerial position in India .in 1949 a managemen training scheme was started. In 1961 an Indian national PL TANDON was appointed chairman. Government has control over import of raw material and also have control over import of capital equipment. In order to diversified their business in India unilever convinced the govt. that it contribute to the economy, it helps it to getting import license to import capital equipment and so on Unilever also accepted low dividend remittances for years which is imposed by Indian government. There was a surge of demands for local equity participation. Due to control of Indian govt. over imports unilever found substitute of their raw material which was imported by them like use of unconventional oils for soapmaking reduced imports of tallow. In chemicals, new processes were developed relying on Indian turpentine, Javanese citronella, Indian lemon grass oil for perfume. By the end of the 1970s Hindustan Lever had developed four chemicals from lemon grass, five from citronella, and one from turpentine. The R and D program enhanced the companys reputation with the Indian government and the Indian professional classes, the latter facilitating the recruitment of excellent staff. Unilever like other foreign companies was challenged by the enactment of the FERA legislation under which all companies not engaged in non technology industry had to bring their shareholding down to 49% from 1974. After long and complex negotiations ,an agreement was negotiated with the govt under which a foreign company was permitted to hold 51% of the equity with the condition that it had to exported 10% of its production. Hindustan lever then set about to satisfy the govt that It meet these criteria and the company began to expand its export from india.

CULTURAL ADAPTATION

Indian women after oil their hair before washing it, so western shampoos that do not remove the oil have not sold well unilever reformulated its shampoo for india and ditched the conditioner. In India gulab jamun is a famous sweet which is made by mawa. Unilever launch a quick mix for gulab jamun which was later to become a standard feature of Indian restaurants in Britain. HUL develops detergent bars for people who wash their clothes manually , and toothpaste to be used with fingers instead of toothbrush. HUL introduce skin lightning cream because Indians girls are more conscious about our fairness .

ECONOMIC ADAPTATIONHUL launch different product according to the society of india. For example- RIN for aspiring class and wheel for poorer Unilever developed a low cost toothbrush the pepsodent fighter which retails at a price equilvalent to just euro 20. Unilever Indian subsidiary, Hindustan unilever , was reputedly the first to use sachets to sell single use packs of its shampoos. The concept was to lure the millions of potential India, who may not have had ready cash for a higher priced and larger shampoo bottle. For them, the smaller packets, with correspondingly lower prices,made a sound purchasing position. The sachet concept has become marketing lore in india and it is estimated that about 70 percent of the volume of shampoos sold is packed in sachet

SOCIO ECONOMIC ADAPTATION Unilever factory depend on increasing the milk availability in the etah district. In 1976 the chairman of Hindustan Lever, T.Thomas, reviewed the situation and sent five supervisors from the factory and assigned them to different villages within the district. The supervisors were all agricultural graduates who had been trained within the company in the milk procurement operation and they were familiar with the local environment. After six weeks supervisors told the Thomas about the number of problems facing the villagers in lack of finance, professional guidance, lack of essential inputs such as fertilizers and lack of warehousing and marketing facilities. The outcome was a development program aimed at improving the prosperity level of the Etah district farmers through their own efforts by providing them with animal

husbandry skills. They traines farmer about crop rotation, seed selection, fertilizers dosage. Farmers were helped to get loans.

TECHNOLOGICAL ADAPTATION HUL developed a proprietory technology in detergents which reduces water consumption by 50% a significant benefit, given the acute water shortage in most of india where laundry consumes 20% of household water. It also developed and patented a low cost device which makes water as safe as boiled water, besides removing pesticides. Product innovation of HUL include detergent bars for people who wash their clothes manually , and toothpaste to be used with fingers instead of toothbrush,a skin lightning cream and a unique shampoo and hair oil. Use advance technology to coat one side of a soapbar with plastic-VIM. So it takes to longer to wear down.

SOCIAL ADAPTATION HUL believes that an organisation's worth is also in the service it renders to the community. HUL is focusing on health & hygiene education, women empowerment, and water management. It is also involved in education and rehabilitation of special or underprivileged children, care for the destitute and HIV-positive, and rural development. HUL has also responded in case of national calamities / adversities and contributes through various welfare measures, most recent being the village built by HUL in earthquake affected Gujarat, and relief & rehabilitation after the Tsunami caused devastation in South India. In 2001, the company embarked on an ambitious programme, Shakti. Through Shakti, HUL is creating micro-enterprise opportunities for rural women, thereby improving their livelihood and the standard of living in rural communities. Shakti also includes health and hygiene education through the Shakti Vani Programme, and creating access to relevant information through the iShakti community portal. The program now covers 15 states in India and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000 plus villages and directly reaching to 150 million rural consumers. By the end of 2010, Shakti aims to have 100,000 Shakti entrepreneurs covering 500,000 villages, touching the lives of over 600 million people.

HUL is also running a rural health programme Lifebuoy Swasthya Chetana. The programme endeavours to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhoea. It has already touched 84.6 million people in approximately 43890 villages of 8 states. The vision is to make a billion Indians feel safe and secure.

Nestl S.A. is a Swiss multinational nutritional and health-related consumer goods company headquartered in Vevey, Switzerland. It is the largest food company in the world measured by revenues. Nestls products include baby food, bottled water, breakfast cereals, coffee, confectionary, dairy products, ice cream, pet foods and snacks. Nestl employ around 330,000 people in over 150 countries and have 461 factories or operations in 86 countries. Nestl sales for 2011 were almost CHF 83.7 billion. It is one of the main shareholders of LOreal, the worlds

largest cosmetics company. Nestl history begins back in 1866, when the first European condensed milk factory was opened in Cham, Switzerland, by the Anglo-Swiss Condensed Milk Company. In Vevey, Switzerland, Nestl founder by Henri Nestl, a German pharmacist, launched his Farine lactee, a combination of cows milk, whea t flour and sugar, saving the life of a neighbours child. Nutrition has been the cornerstone of the company ever since. In 1905, The Anglo-Swiss Condensed Milk Company, founded by Americans Charles and George Page, merged with Nestl after a couple of decades as fierce competitors to form the Nestl and Anglo-Swiss Milk Company. The company grew significantly during the First World War and again following the Second World War, expanding its offerings beyond its early condensed milk and infant formula products. In 2011, Nestl was listed No.1 in the Fortune Global 500 as the worlds most profitable corporation. The Nestl Corporate Business Principles are at the basis of the companys culture, developed over 140 years, which reflects the ideas of fairness, honesty and long-term thinking. Nestl believes that not only possible to create long-term value for their shareholders if their behaviour strategies and operations also create value for the communities where they operate, for their business partners and of course, for their consumers. Nestl vision is to meet the various needs of the consumer everyday by marketing and selling foods of a consistently high quality. Their objectives are to deliver the very best quality in everything they do, from primary produce, choices of suppliers and transport, to recipes and packaging materials. Their mission is they strive to bring consumers foods that are safe, of high quality and provide optimal nutrient to meet physiological needs. Nestl helps provide selections for all individual taste and lifestyle preferences. Nestl purpose is to offer safe, tasty, convenient and nutritious foods to improve health and well-being of consumers of all ages all over the world. To meet the needs and desires of todays and tomorrows consumers, Nestl is strongly committed to Research and Development (R&D) to improve products and develop new foods with specific health benefits (Nestl.com, 2012).

NESTLE INDIA Nestl's relationship with India dates back to 1912, when it began trading as The Nestl AngloSwiss Condensed Milk Company (Export) Limited, importing and selling finished products in the Indian market.

Nestle India Ltd, 51% subsidiary of Nestle SA, is among the leading branded food player in the country. It has a broad based presence in the foods sector with leading market shares in instant coffee, infant foods, milk products and noodles. It has also strengthened its presence in chocolates, confectioneries and other semi processed food products during the last few years. The company has launched Dairy Products like UHT Milk, Butter and Curd and also ventured into the mineral water segment in 2001. Nestles leading brands include Cerelac, Nestum, Nescafe, Maggie, Kitkat, Munch and Pure Life. ENVIRONMENTAL ADAPTATION BY NESTLE IN INDIA

POLITICAL ADAPTATION After India's independence in 1947, the economic policies of the Indian Government emphasised the need for local production. Nestl responded to India's aspirations by forming a company in India and set up its first factory in 1961 at Moga, Punjab, where the Government wanted Nestl to develop the milk economy. For almost two decades there was no new additions of manufacturing facilities due to restrictive policy environment after establishment of moga factory and another factory in Tamil nadu. Nestle Indias operations were restricted to importing and trading of condensed milk and infant food. In 1978, the company issued shares to the Indian public to rreduce its foreign holdings to 40%. According nestle s business principle- nestle continues its commitment to follow and respect all applicable local laws in each of its subsidiary.

CULTURE ADAPTATION In Indian value system, health is wealth and it is a synonym of wellness in ithe food. It means of eating food from whole grains, which provides nutritional benefits such as vitamins, mineral and fibres. NESTLE india got positive feedback from consumers by launching magi vegetable atta noodles.

They worked on same platform .they acknowledged Indian definition of health and to match itself with that in their new variant nestle offered whole wheat and vegetable that give nutrition equivalent to three rotis Across most of the world, nestle s magi is known best as a soups and sauces brand. In india it has become the generic word for instant noodles. The product sold in india, though beans little resemblance to the ramen of east india. It was introduced in 1982 with a masala flavoring and over the next 25 years, nestle continued to launch variants that would appeal to local and regional tastes. Of course, they weret all equally successful, and the masala variant continues to be maggis best seller

SOCIAL ADAPTATION Nestle dairy development heritage in India began humbly in Moga on 15 November 1961, collecting only 511 kgs of milk on first day. Today Moga factory collects over 1.3 million kgs of milk per day during the flush season, with over 110,000 farmers in India selling milk to Nestl. Nestle milk collection area has expanded over the years and today covers 30,000 square kilometers. They have also constructed 2,815 milk collection centres in villages across the country to facilitate its considerable daily milk collection. Nestls approach to rural development aims at ensuring thriving farmers and thriving communities while respecting natural capital. We work at both a farm and community level to improve yields, safeguard incomes, contribute investment and make a difference to peoples quality of life. The dairy industry is an important factor in rural economies. its work with Indian dairy farmers continues to grow through sustainable relationships of shared value. T hrough the NESCAF Plan, we bring together Nestls pledge to sustainable coffee farming, production and consumption under one leaf. In those cases where the required agricultureal raw materials are not exist, but the natural production condition exist,it encourage local production and provide assistance for cultivation and dairy farm management. Nestle India is allying with National Diabetes, Obesity and Cholesterol (NDOC) Foundation to study the specifics and patterns of diabetes prevalence in the country. Dr

Anoop Misra, Director, department of diabetes and metabolic diseases, Fortis Hospitals will lead the research.

ENVIRONMENT ADAPTATION Nestle helps in plant growing and livestock husbandry methods which: preserve and improve natural soil productivity and economize and protect water resources allow the lowest, most appropriate and safe use of agro-chemicals use the least energy. Evaluation of individual plant performance wih regard to operations which have an impact on the environment. In distribution energy efficient and pollution controlled methods are encourage wherever possible. Nestl continues to partner with institutions with expertise in the field of water research and outreach across the country to develop awareness regarding water conservation and sustainability. Nestle saw that in moga many schools had not a clean drinking water facility. lack of clean drinking water was a key concern for the community. Many village schools were only equipped with hand pumps which provided poor quality water to their students. To help improve access to safe drinking water, Nestl began constructing clean drinking water facilities in schools around all of its factories to benefit the surrounding communities. Nestle research centre provides the scientific support needed to prevent and solve environmental problems. In R&D of nestle studies are carried out to find new ways of using industrial residues to create value added by product.

Mcdonald is the world famous fast food restaurant.The idea of mcdonalds was introduced by two brothers Mac (Maurice) and Dick (Richard) Mcdonald in California.their father Patrick Mcdonald in 1937 was having a hot dog cottage called as Airdrome restaurant near the airport.In 1940 the restaurant was renamed as Mcdonalds Famous Barbeque.In 1940 both brothers came to a conclusion that most of their profit comes from selling hamburger so they made their menu very simple by selling only Hamberger,cheeseburger,soft drinks French fries and apple pie.in 1954 a turning point came in mcdonalds brother history.Ray kroc a seller of Multimixer milkshake visited mcdonald and he liked the idea of mcdonald. Mcdonalds corporation was build in those times and as a result kroc started expanding their business by opening franchises for mcdonalds.1960 mcdonalds advertising campaign look for the golden arches gave mcdonalds sale a big boost.1965 mcdonald corporation went public.in 1968 mcdonal open its 1000th restaurant.1974 mcdonalds started their business in UK and Newzealand.in 1980 mcdonalds was facing very big competition from its rival Burger King and Wendy but mcdonald with its innovation was experiencing boost in its sales.in early and mid ninties mcdonalds was having decline in their sales and as a result they start improving their business.taste was improved and some new menu items were introduced.Mcdonald introduced first Kosher Mcdonald in Jurusalam and Halal mcdonalds in india(1995 and 1996 respectively).mcdonald start creating healthy image and invested heavily on refurbishment in 2000s.today mcdonalds has more than 33000 outlets and is operating in 125 countries.it is the world leading brand in fast food. Mcdonald started their business in india in 1996.they start their business in indias capital New delhi.they choose a busy residential area Vasant Vihar.Mcdonald India is 50-50 partnership between Mcdonald USA corporation and Two Indians (Amit Jatia Hardcastle Restaurant ltd Mumbai and Vikram Bakshi Cannaught plaza restaurant Delhi).Mcdonald as of now has 210 stores in india.

ENVIRONMENTAL ADAPTATION BY MC DONALDS IN INDIA POLITICAL ADAPTAION Mc donalds managers were well aware of the fact that political activists can create trouble for foreign based food chains as it happened with KFC in Bangalore in January 1996. To deal with political environment of india mc donalds gave this responsibility to its two local managing director bakshi and jatia. Mc donalds took a series of politically correct strategies to deal with the inintial challenges of the Indian market. Government officials is very pleasing because of employment generation by mc donalds in india.

ECONOMIC ADAPTATION
Mc donalds restaurant in india employs more than 100 people in all kinds of positioncashier, cooks, managers etc. Every expansion of mc donalds bring additional income and employment opportunities to indias agriculture work force. Mc donalds introduce happy price menu for 20rs, which is affordable by Indian consumer.

ENVIRONMENT ADAPTATION
Mc donalds has instituted a special fund to support GREEN movement in delhi. In Mumbai, it sponsor various community related activities like- such as keep your city clean to promote environmental consciousness. Mc donalds has put up pro- environment advertisement like we love green
Mc-D use low energy LED light bulbs, energy saving equipment and waterless urinals, and recycle used cooking oil into biodiesel to fuel more than half of delivery trucks. They also recycle the cardboard boxes used in more than 89% of their restaurants, and more than 85% of packaging is made from renewable resources

SOCIAL ADAPTATION-

To increase awareness for an active and healthy lifestyle . they has sponsored several sports related activities like Olympic day run. It involves in many community related programs like mc donalds spotlight which is an annual interschool performing arts competition They has been participating in world children day on nov. 20. Since india has already ben celebrated childrens day on nov 14. So they link these two days in india and create world children week. It celebrates from 14 to 20 nov in restaurant of india. Mc donalds in Mumbai is known as the blue dot initiative that support education programs for the girl child. They working towards improving the status of girl child in india. They also take part in pulse polio program.

CULTURAL ADAPTATION
A significant number of Indians are vegetarian by choice or for religious reasons, McDonald's took note of that as far back as 1990, when it began establishing local supplier partners, six years before it opened its first restaurant in India. Working on its first no-beef, no-pork menu, The company ensured that suppliers respected the beliefs of its future customers. Vegetarian products are prepared with dedicated equipment and utensils and, in some cases, by a separate workforce. All food is cooked in vegetable oil, and the mayonnaise and other sauces do not contain egg (considered a non-vegetarian food). "We understand Indian culture because we were born in it," says Vikram Bakshi, managing director and joint venture partner, McDonald's India (North and East). "Physical separation of vegetarian and non-vegetarian products is maintained right from the farm to the customer." In the last 50 years, the chain has opened more than 30,000 restaurants in 120 countries (155 in India), adapting its menu and operations to complement existing eating-out options. Indias majority hindus rever cows as sacred and 150 million of Indian muslims do not eat pork, beef. Therefore the iconic all-beef Big Mac has been replaced by the mutton and chicken Maharaja Mac in India. McDonald's, stuck to eggless mayonnaise and sauces. Even its trademark chicken dishes were given a local flavor with the use of Indian spices and cooking techniques. 75% menu available in mc donalds in india is indianized like aloo tikkie burger,mc spicy paneer, chicken- maharaje- mac, mc- veggie etc.