关于麦当劳在印度发展的讨论题答案
麦当劳和印度文化 案例分析
麦当劳和印度文化从许多方面都可以认为，麦当劳在开拓全球市场方面写下了精彩的篇章。
全世界平均每天有4.2家新的麦当劳餐厅开业，到2003年，该公司已经在121个国家开设了30 000家餐厅,每天服务的顾客总数达4 600万。
印度是进入麦当劳著名的金色拱顶的最新的国家之一，麦当劳是在20世纪90年代后期开始在该国开设餐厅的。
尽管印度是个穷国，但其拥有的大量的、相对富裕的中产阶级(估计人数1.5亿到2亿之间)吸引了麦当劳，然而麦当劳在印度遇到了前所未有的挑战。
数千年来,在印度文化中牛是受人尊崇的，印度教信徒们认为牛是上帝赐予人类的礼物，牛象征着赡养全人类的圣女。
牛给予了犁地耕田的公牛以生命，牛奶营养丰富，可以用来做酸奶和奶油,牛尿在传统的印度药中有一种特殊疗效，牛粪可以做燃料。
在印度国土上有约3亿头牛四处漫游，无拘无束，被视为圣物。
牛随处可见，它们或在街头漫步，或在垃圾堆里寻食,或在寺院里憩息，到处是牛，只有你的盘子里例外，因为印度人是不会食用被视为圣物的牛的肉.麦当劳是世界上最大的牛肉使用者。
自从1955年该公司成立以来，不计其数的牲畜被宰杀以生产巨无霸。
一家靠牛肉创造财富的公司如何在一个视食用牛肉为极大罪恶的国家里生存呢?用猪肉代替?但是在印度有1．4亿穆斯林，而穆斯林是禁食猪肉的。
这样就只剩鸡肉和羊肉了。
麦当劳为应对这一食物文化困境，发明了印度版的巨无霸——邦主汉堡(Ma-haraia Mac)，这是用羊肉做的一种汉堡。
菜单上的其他一些产品也与当地人的情感相吻合,如“MeAloo Tikki Burger'，这是用鸡肉做的。
所有的食品都严格地按素食和非素食区分开来，以适应印度当地有许多素食者的特点。
正如麦当劳印度分部的领导所言：“我们必须彻底改造我们自己，以适应印度人的味觉。
”过了一段时间，事情看上去有了些起色。
然而在2001年，麦当劳公司遭到了意外的打击，三位居住在西雅图的印度商人在美国对其提出起诉，这三位商人都是素食者，其中有两位是印度教徒，他们投诉麦当劳“经常隐瞒”其在制作法式土豆条时使用牛肉的事实。
跨文化交际不成功的案例
跨文化交际不成功的案例
1. 麦当劳在印度
在20世纪90年代，麦当劳试图在印度扩展其业务。
然而，麦当劳的典型汉堡和肉类菜肴并不适合印度人的饮食习惯，因此没有受到欢迎。
此外，印度的文化和信仰禁止食用牛肉，而麦当劳的其中一种汉堡就是以牛肉作为主要成分。
在未能适应当地饮食习惯的情况下，麦当劳最终退出了印度市场。
2. 比萨宜家在中国
比萨宜家是一家意大利披萨连锁店，在中国开设了多家分店。
公司所选用的品牌名称“比萨宜家”，在中文中音近“屄死你家”的粗俗语言，因而在当地受到负面反应。
此外，比萨宜家在中国分店所提供的菜品也未能符合当地食物传统，因此未能获得中国消费者的广泛认可。
3. 成功咖啡在菲律宾
英国咖啡连锁店成功咖啡试图在菲律宾扩展业务，但没有考虑到当地消费者倾向于喝冷饮，而成功咖啡的菜单主要是以热咖啡和茶为主。
此外，店内的装饰和氛围也与当地文化和咖啡文化不太相符，未能吸引菲律宾的消费者。
4. 外企在日本
外国企业在日本也面临着许多文化差异的挑战。
例如，日本公司经常强调集体决策和团队合作，而许多西方企业则更注重个人表现和工作独立性。
此外，在日本文化中，劳动力的稳定性和长期受雇是重要的价值观，而美国和欧洲的企业往往更注重短期成果和利润。
这些文化差异可能导致沟通和协作的问题，从而妨碍了外国企业在日本的发展。
麦当劳试题及答案
麦当劳试题及答案一、选择题（每题5分，共20分）1. 麦当劳的标志性颜色是什么？A. 蓝色和红色B. 黄色和红色C. 绿色和白色D. 黑色和白色答案：B2. 麦当劳的创始人是谁？A. 雷·克洛克B. 哈兰·桑德斯C. 理查德·麦当劳D. 唐纳德·麦当劳答案：A3. 麦当劳的“巨无霸”汉堡是在哪个国家首次推出的？A. 美国B. 英国C. 澳大利亚D. 日本答案：A4. 麦当劳的总部设在哪个国家？A. 美国B. 加拿大C. 英国D. 法国答案：A二、填空题（每题5分，共20分）1. 麦当劳的全球第一家分店是在________年开设的。
答案：19552. 麦当劳的“开心乐园餐”通常包括________、小食和饮料。
答案：汉堡或小食3. 麦当劳的“麦旋风”是一种________口味的冰淇淋。
答案：奥利奥4. 麦当劳的“麦乐鸡”是一种________。
答案：鸡肉产品三、判断题（每题5分，共20分）1. 麦当劳的“麦辣鸡腿堡”是全球统一的菜单项目。
（）答案：错误2. 麦当劳的“麦咖啡”是麦当劳推出的咖啡品牌。
（）答案：正确3. 麦当劳的“麦香鸡”是麦当劳在中国特有的产品。
（）答案：正确4. 麦当劳的“开心乐园餐”是专门为成人设计的。
（）答案：错误四、简答题（每题10分，共40分）1. 简述麦当劳的“得来速”服务是什么？答案：麦当劳的“得来速”服务是一种免下车购买快餐的服务，顾客可以驾车通过专用的车道，直接在车内点餐、支付和取餐。
2. 麦当劳的“全球可持续发展行动计划”包括哪些方面？答案：麦当劳的“全球可持续发展行动计划”包括减少温室气体排放、减少水的使用、减少包装和废物、支持可持续农业和提高员工福祉等方面。
3. 麦当劳的“麦乐送”服务是如何运作的？答案：麦当劳的“麦乐送”服务是一种外卖服务，顾客可以通过电话或在线平台下单，麦当劳会将餐点送到顾客指定的地点。
4. 麦当劳如何通过“麦当劳叔叔之家”项目支持儿童健康？答案：麦当劳通过“麦当劳叔叔之家”项目为患有严重疾病的儿童及其家庭提供免费或低成本的住宿，使他们能够住在医院附近，方便接受治疗。
乔普拉《供应链管理(第7版)》每章讨论题及答案CH4
CHAPTER FOURDiscussion Questions1.What differences in the retail environment may justify the fact that the fast-moving consumer goods supply chain in India has far more distributors than it has in the United States?India is a land of shopkeepers selling to over a billion consumers. The number of retailers has been put at between 10 and 50 million. India is becominglyincreasingly Westernized, but it will be quite a while (if not forever) beforeshopkeepers are supplanted by large retailers. The sheer volume of small store owners requires a large number of distributors to service them. Distributors play an important role by aggregating last-mile delivery to the small shops and also aggregating collection of payables. The presence of distributors makes bothactivities much more efficient than they would be if each manufacturer had to perform both activities for all small shops. Poor infrastructure, although notentirely a retail concern, is another reason why India may need far moredistributors than in the United States.The younger generation in India, particularly the IT-rich areas of Bangalore and Chennai, have far higher disposable income than the older generation and the rest of the country. These young workers have very different retail habits and arecausing changes in India’s shoppin g and supply chain needs.2. A specialty chemical company is considering expanding its operations into Brazil,where five companies dominate the consumption of specialty chemicals. What sort of distribution network should this company use?If the expansion into Brazil is merely a sales operation, then distributor storage with last-mile delivery is the best network design. If the expanded operationsinclude manufacturing capabilities, then manufacturer storage with directshipping is a strong possibility. Given the nature of the product, package carrier delivery is not an option and retail storage with customer pickup is out of thequestion since this is a B2B scenario. In-transit merge would be an option only if the manufacturer established a network of plants in Brazil, perhaps focusedfactories relatively close to each customer.The chemical company has only five customers to serve; it would not require too large an investment in logistical infrastructure to effectively serve all five without intervention by a distributor. Their short supply chain would be easier tocoordinate due to the stable demands and information sharing that is possible in a B2B scenario.3. A distributor has heard that one of the major manufacturers from which it buys isconsidering going direct to the consumer. What can the distributor do about this?What advantages can it offer the manufacturer that the manufacturer is unlikely to be able to reproduce?The two supply network designs that the distributor can propose to counter them anufacturer’s proposal are the distributor storage with package carrier delivery and the distributor storage with last-mile delivery. Both of these counter-proposals offer higher-order visibility for the customer while having simplerinformation infrastructure than with manufacturer storage. The response time for both is excellent, and the customer experience is also superior to the direct model.If the manufacturer is trying to provide excellent customer service, the increased costs in transportation and potentially higher levels of inventory may beacceptable tradeoffs.4.What types of distribution networks are typically best suited for commodity items?For B2C settings, commodity items are available from many sources, andcustomers expect them to be delivered quickly; if a supply chain can’t beresponsive, the customers will move on to the next source. A distribution network designed for retail storage with customer pickup achieves quick response forhigh-demand, low-variety products. Other commodity products can be effectively distributed using distributor storage with last-mile delivery, which is also suited for high-demand, quick-response products.For B2B customers, commodity products are typically purchased in largequantities and can often be delivered directly from the manufacturer to thecustomer.5.What type of distribution network is best suited to highly differentiated products?The networks that are best suited to highly differentiated products are themanufacturer storage with direct shipping and the manufacturer storage with in-transit merge. Both approaches have the ability to aggregate inventories andpostpone product customization, which would help support a wider variety ofproducts.6.In the future, do you see the value added by distributors decreasing, increasing, orstaying about the same?It is doubtful that value added by distributors will decrease over time (at least as long as product variety keeps growing); the nature of competition in all areaswould suggest that distributors that add less value would be winnowed out. It is more likely that distributors will be asked to do more or may volunteer to do so asa means of differentiating themselves from the competition.7.Why has the online channel been more successful in the computer hardwareindustry compared with the grocery industry? In the future, how valuable is the online channel likely to be in the computer hardware industry?The computer hardware industry is selling a constantly changing product that is purchased on a per-household basis, less routinely than the commodity products that make up groceries. Computer hardware is also more expensive than grocery.A company like Dell can leverage the Internet as a marketing and distribution toolto advertise new capabilities and options before bricks-and-mortar retailers can.Dell also removes whatever intimidation (or frustration) factor might beexperienced by conversing with in-store sales representatives. Computers have a very high value to shipping cost ratio, so the increased shipping costs whencompared to a traditional store are negligible. Groceries have a much lower ratio;although in-store shoppers are incurring costs to pick up their groceries, thosecosts are hidden in comparison to the delivery charge on an itemized bill fromPeapod.The online channel will continue to be a valuable tool in the computer hardware industry but its value is likely to diminish as hardware platforms become more standardized with most of the customization occurring with software. Whereas Dell only sold to customers online in 2000, by 2017 it sold most of its computer hardware to consumers through third-party retailers.8.Is the online channel likely to be more beneficial in the early part or the maturepart of a product’s life cycle? Why?The online channel is more likely to be more beneficial in the early part of aproduct’s life cycle. Online channel strengths include flexible pricing, promotions, and product portfolios and greater speed in disseminating product information.The online channel also allows the aggregation of inventories, which is especially beneficial in the early phase of the life cycle when demand is uncertain. Later in the life cycle, a product is likely to be a commodity, which doesn’t play to thestrengths of this channel.9.Consider the sale of home improvement products at Home Depot or a chain ofhardware stores such as True Value. Which can extract the greatest benefit from adding the online channel? Why?Both entities and other hardware companies such as Ace are already online. An article titled “Home Depot’s Self-Improvement – Company Business andMarketing” by Eric Young in The Industry Standard, September 11, 2000,indicates that Home Depot is the last major player to go online, but brings thedeepest pockets. Those of us that have stood in line with the contractors realize that many of Home Depot’s items are ill-suited to a web enterprise and theclientele is equally ill-suited. Contractor sales are such a significant portion of Home Depot’s sales in comparison with the mix at True Value, that it is likely that True Value will ultimately benefit more from an e-commerce division.The article goes on to say,“Each chain is employing a slightly different e-commerce strategy. WhereasHome Depot wants its site to replicate its merchandise mix, True Value limits the number of items it offers online. For example, at True Value, Net shoppers won't find products most people need in a hurry, such as toilet-tank fix-it kits. “You're not going to wait three days to have it shipped so you can stop the water from dripping into your neighbor's apartment,” says Neil Hastie, CIO at. Also, these products are typically available at the local hardware store where customers can pick them up quickly.Ace Hardware, meanwhile, thinks bigger is better. Its site offers almosteverything in its stores, plus about 15,000 additional products. Ace'ssupplementary online offerings are a windfall from its investment in, a Web-based home improvement site that handles Ace's online sales. The two companies split online revenues. Ace joined forces with OurHouse to get a leg up in e-commerce. "We didn't want to be left in the starting gate," says Ken Nichols, a retail operations vice president for Ace.Waiting in the wings is Lowe's, the nation's second-largest home improvement chain. Like Home Depot, Lowe's wants to expand its online presence but isapproaching e-commerce slowly. Beginning in October, the retailer will offer a wide selection in a limited number of categories, such as hand tools andappliances. Lowe's will deliver Net orders directly to buyers or to the store closest to the customer, again like Home Depot.Meanwhile, Internet-only retailers are scrambling to win over customers, vowing to compete against offline chains in price and selection. CornerHardware, forexample, says it currently has 125,000 products available—three times thenumber available at an average Home Depot store.The pure Internet players acknowledge that they don’t have the brand recognition of Home Depot. But they hope to build their brands before Home Depot and the other brick-and-mortar stores establish a strong online presence. Still, it's not clear that any are benefiting from first-mover advantage. Already two Net pure-plays— and —have gone under.” sells books, music, electronics, software, toys, and homeimprovement products online. In which product category does going online offer the greatest advantage compared with a retail store chain? In which productcategory does the online channel offer the smallest advantage (or a potential cost disadvantage) compared with a retail store chain? Why?Amazon’s greatest online channel advantage comes from the sale of products that have high variety and are slow moving; they are able to list millions of book titles that a physical store cannot possibly carry on their shelves. Cost advantages for Amazon are few and far between; the item price to shipping cost ratio for books, music, and software is not as high as most consumers would prefer. WhileAmazon has a cost advantage relative to physical stores for slow-moving books, this advantage is reduced (or disappears) for best-selling books. Amazon certainly has no cost advantage with music and software. Both are readily sold over theInternet; it would behoove Amazon to partner with another Seattle-area company to make this the norm.Over time Amazon has added many other categories including electronics and clothing. In both instances, Amazon has a significant cost advantage for nicheproducts relative to brick-and-mortar stores. For fast-moving products, however, this advantage diminishes and in many cases disappears. For example, it isimpossible for Amazon to compete with Costco on price for fast-moving, low-value products such as detergent. In these instances, Amazon can compete forconvenience-sensitive customers who are willing to pay a higher price for theconvenience of having their order delivered at home.11.Why should an online channel such as Amazon build more warehouses as its salesvolume grows?Amazon initially tried to run their entire book business with no warehousingfacilities, instead relying on other distributors to carry their entire inventory. Next, Amazon ran their business out of a single warehouse in Seattle and discovered it wasn’t feasible; the trade-off of responsiveness and cost was causing excessive delays in getting products to customers. Now Amazon uses a hybrid of these two systems, carrying items that it knows will sell in its own warehouses and letting others carry items that have greater demand uncertainty. As Amazon’s business grows, it should continue to establish warehouses to spread its facilities closer to pockets of new customers, thus achieving better levels of responsiveness while still maintaining its cost advantage. Moving closer to customers reduces thetransportation cost while being responsive.12.Amazon has opened bookstores and announced the opening of convenience stores.How can these traditional retail channels allow Amazon to complement its online channel effectively?The biggest challenge for the online channel is in being very responsive and being cost competitive for fast-moving, low-value products. The physical stores offer Amazon an opportunity to use the stores for such products. A bookstore canprovide a best seller quickly to a customer at low cost, whereas the online channel can provide the remaining wide variety of titles to customers at low cost (though with a longer delivery time).Similarly for groceries, physical locations such as convenience stores (an Whole Foods recently purchased by Amazon) complement the online channel by providing fast-moving, low-value products to customers quickly and efficiently (something the online channel has difficulty with). The online channel can continue to serve convenience-seeking customers for such products, but more price-sensitive customers and customers needing the product in a hurry can be well served by the physical stores.In the long run, Amazon also has a chance to use these physical locations as pickup locations for online orders.。
麦当劳最常提问员工的五个问题
麦当劳最常提问员工的问题
1. 别的服务性行业选择性也很大，你为何选择麦当劳？
2. 在麦当劳工作最需要什么？
3. 在麦当劳工作最重要的是什么？
4. 无论光顾的客人对于错，一旦发生争执，你如何面对和处理？
5. 客人提出无理要求你如何应对？
6. 出现问题，你如何处理？
7. 你曾经在服务性行业做过吗？
大致就是这些，一般不会问到很专业的在麦当劳的具体经验，因为一旦你加入的话，会有培训。
我的建议是：
1. 如果你身边有在麦当劳工作的朋友，那是再好不过。
2. 尽量收集有关麦当劳的资料，比如，服务意识规范，大致的规则啦，等等。
这个很重要，任何一个企业都有它自己独立的企业文化。
比如，香格里拉酒店管理集团的口号是“客人永远是对的”！
那么。
象肯德基，麦当劳也有自己的企业文化，而且这个文化一般都落实到一句口号，很简单的。
另外就是麦当劳最忌讳的是什么，这个也很重要，要让对方觉得你还没有加入麦当劳，但是你的某些意识与麦当劳的意识很接近，这个非常重要！。
麦当劳市场分析
麦当劳市场分析一、市场概况麦当劳是全球最大的快餐连锁企业之一，拥有广泛的市场覆盖和强大的品牌影响力。
本文将对麦当劳市场进行详细分析，包括市场规模、竞争对手、消费者画像等方面。
1. 市场规模根据最新的统计数据，麦当劳在全球范围内拥有超过3万家门店，遍布100多个国家和地区。
其全球年销售额超过1000亿美元，占据了快餐市场的重要份额。
2. 竞争对手麦当劳在全球范围内面临着激烈的竞争，主要竞争对手包括肯德基、汉堡王、星巴克等知名品牌。
这些竞争对手在产品、服务和市场推广方面都与麦当劳展开了激烈的竞争。
3. 消费者画像麦当劳的消费者主要集中在年轻人和家庭群体。
年轻人喜欢麦当劳的快捷、便利和时尚，而家庭群体则更注重麦当劳的价格实惠和适合儿童的产品。
二、市场分析针对麦当劳市场的分析主要包括市场需求、市场趋势和市场机会等方面。
1. 市场需求麦当劳作为一家快餐连锁企业，满足了现代快节奏生活的需求。
消费者需要快速、方便的餐饮服务，而麦当劳提供了丰富多样的快餐产品，满足了消费者的需求。
2. 市场趋势随着人们生活水平的提高和消费观念的变化，麦当劳市场也面临着一些新的趋势。
例如，消费者对健康食品的需求增加，麦当劳推出了一系列低脂、低糖的健康产品；另外，移动互联网的普及也促使麦当劳加强了线上订餐和外卖服务。
3. 市场机会麦当劳在市场发展中存在一些机会。
首先，随着中国和印度等新兴市场的崛起，麦当劳可以进一步扩大在这些市场的市场份额；其次，麦当劳可以通过不断创新和改进产品，满足消费者对健康、营养和环保的需求。
三、竞争优势麦当劳在市场竞争中具有一些独特的优势，这些优势有助于巩固其市场地位。
1. 品牌影响力麦当劳作为全球最大的快餐连锁企业之一，拥有强大的品牌影响力。
消费者对麦当劳的品牌形象和产品质量有着较高的认知和信任度。
2. 供应链管理麦当劳在供应链管理方面积累了丰富的经验，确保了产品的稳定供应和质量控制。
这使得麦当劳能够在全球范围内保持一致的产品品质。
2019年注会《公司战略风险管理》考试精选练习及答案（2）
2019年注会《公司战略风险管理》考试精选练习及答案（2） 注册会计师考试栏⽬⼩编为您准备了“2019年注会《公司战略风险管理》考试精选练习及答案(2)”，希望您能有所收获。
更多相关资讯敬请继续关注本⽹站更新!2019年注会《公司战略风险管理》考试精选练习及答案(2) 会计信息质量可⽐性要求 【单选题】： 下列做法中，不违背会计信息质量可⽐性要求的是( )。
A. 投资性房地产的后续计量由公允价值模式改为成本模式 B. 因预计发⽣年度亏损，将以前年度计提的⽆形资产减值准备全部予以转回 C. 因专利申请成功，将已计⼊前期损益的研究与开发费⽤转为⽆形资产的成本 D. 因追加投资，使原投资⽐例由 50%增加到 80%，⽽对被投资单位由具有重⼤影响变为具有控制权，故将长期股权投资由权益法改为成本法核算 【答案】D 【解析】选项 A、B 和 C 的会计处理不符合会计准则的规定，因此违背会计信息质量可⽐性要求。
会计信息质量要求 【单选题】： 会计核算上将以融资租赁⽅式租⼊的资产视为企业的资产所反映的会计信息质量要求的是( )。
A. 实质重于形式 B. 谨慎性 C. 相关性 D. 及时性 【答案】A 【解析】对融资租⼊的固定资产，从法律形式上，该资产属于出租⼈的资产;从经济实质上，承租⼈对该资产能够实施控制，所以承租⼈将以融资租赁⽅式租⼊的资产视为企业的资产进⾏核算和管理。
战略的相关表述 【单选题】： 下列关于战略的相关表述中，正确的是( )。
A. 现代的战略概念既包括企业终点也包括途径 B. 传统战略概念主要强调战略的计划性、应变性和长期性 C. 战略的核⼼在于预谋性 D. 组织的有限理性强调战略的适应性 【答案】D 【解析】现代的战略概念只包括途径，不包括企业终点本⾝，传统的战略概念既包括终点也包括途径。
所以，选项 A 错误。
传统战略概念主要强调战略的计划性、全局性和长期性，现代的战略概念强调战略的应变性、竞争性和风险性。
麦当劳的面试题目及答案
麦当劳最新的面试题目及答案这是有数个公司及管理场所的企业会问到的问题，有依当事人要求而安排分发他的企业，如果有希望的工作地点，可据实说出来，如：现在虽然希望在某某营业场所工作，但也可有"将来还是希望能到总公司效劳"之类的要求。
大多数企业会关心就职时间，最好是答复"如果被录用的话，到职日可按公司规定上班"，但如果还未辞去上一个工作、上班时间又太近，似乎有些强人所难，因为交接至少要一个月的时间，应进一步说明原因，录取公司应该会通融的。
假设是的话，一录取即可上班是最理想的答复，但一边工作一边做转业打算的情形相当普遍，衡量说服上司批准离职、工作交接等问题，做出较充裕的时间为宜。
假设时间拿捏不准至延后报到，可能对新公司造成困扰，说明现况，将报到时间订在一个月之内应不为过。
这是所有应征者必须遇到的问题，以积极、正面的答案答复，除说明公司的待遇、福利等条件吸引人之外，可进一步说明此工作可活用自己的专长。
很奇怪，这是相当多公司会问的问题，其用意是要概略知道应征者的求职志向，所以这并非绝对是负面答案，就算不便说出公司名称，也应答复"销售同种产品的公司"，如果应征的其它公司是不同业界，容易让人产生无法信任的感觉。
可尽量说出所有打工或兼职的，甚至曾义务帮助过学校、其它团体或亲朋好友的工作经历皆可补充，最好能详细说明工作的内容及担任此职位的年资，并进一步说明在此职位上所扮演的角色，假设有实际的成果可一起说明。
答复一定要得体，根据你的能力和经历。
对工作拥有详细期望与目标的人，通常成长较快。
应征者针对这类问题可以答复："我的目标是……，为了到达这个目标，必须努力充实自己……，而我拥有这样的自信。
"或"这是我从小到大的理想……"。
无工作经历的人可以针对自己被这份工作吸引，以及关心的地方答复，如："交通方便"或"工作性质适合自己"之类。
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1、In my opinion, India is not a good market for McDonald.
Reasons: 1.low purchasing power: India still remains a poor country, their per capita GDP is $420and at least 350million.So Most of Indies don’t have the ability to buy fast food ,although it is very cheap.
2. Political conflict: the Indian government didn’t support the entry of McDonald’s into the country and some Indians protested the arrival of the American multinational. Although since 1991 major changes occurred that made foreign investment and reduced the tariffs, but India just an limited opening country.
3. Religion barriers: over 80%of the Indian population is Hindu and this religion prohibits the consumption of cow products. Also, about 40%of Indians are strict vegetarians and eat no meat of any kind. And the Muslim also prohibits the consumption of products.
2、I think it depends.
First of all, McDonald’s should continue to promote their traditional food and taste according to Indian’s eating habit.
Secondly, they should make a proper price within their income level.
Last but not least, they should make a good relationship with :the Indian government.
Only in these ways will it may succeed.
2、Yes
Since 1955, the McDonald began to open their franchise in other regions and countries, such as Des Plaines, Canada, Russia and China, and so on.
When they opened their franchise in India, because of their different religion and eating habit, the McDonald decided not to offer beef on its menu. Without the possibility of serving beef or pork, McDonald’s offered the lamp patty and a veggie burger.。