MARKETINGThe management process through which goods and services move from concept to

the customer. It includes the coordination of four elements called the 4 P's of
marketing:
(1) identification, selection and development of a product,
(2) determination of its price,
(3) selection of a distribution channel to reach the customer's place, and
(4) development and implementation of a promotional strategy.
Marketing is based on thinking about the business in terms of customer needs and
their satisfaction. Marketing differs from selling because (in the words of Harvard
Business School's retired professor of marketing Theodore C. Levitt)
"Selling concerns itself with the tricks and techniques of getting people
to exchange their cash for your product. It is not concerned with the values that the
exchange is all about. And it does not, as marketing invariable does, view the
entire business process as consisting of a tightly integrated effort to
discover, create, arouse and satisfy customer needs." In other words, marketing has
less to do with getting customers to pay for your product as it
does developing a demand for that product and fulfilling the customer's needs.

Philip Kotler defines marketing as 'satisfying needs and wants through an

exchange process'
Customers will only undertake the exchange, if they feel that their needs are being
satisfied, clearly the transactional value can not be more than the amount
customers are prepared to pay to satisfy their need.
P.Tailor of www.learnmarketing.net suggests that 'Marketing is not about
providing products or services it is essentially about providing changing benefits
to the changing needs and demands of the customer (P.Tailor 7/00)'
What does marketing involve?

Marketing requires co-ordination, planning, implementation of campaigns and

employees with the appropriate skills to ensure marketing success. Marketing
objectives, goals and targets have to be monitored and met, competitor strategies
analysed, anticipated and exceeded. Through effective use of market and marketing
research an organisation should be able to identify the needs and wants of the
customer and try to deliver benefits that will enhance or add to the customers
lifestyle, while at the same time ensuring that the satisfaction of these needs results
in a healthy turnover for the organisation.

CULTURALCulture is the characteristics of a particular group of people, defined by everything

from language, religion, cuisine, social habits, music and arts. Today, in the United
States as in other countries populated largely by immigrants, the culture is
influenced by the many groups of people that now make up the country
Culture is a concept based on a term first used in classical antiquity by the
Roman orator Cicero: "cultura animi" (cultivation of the soul). This nonagricultural use of the term "culture" re-appeared in modern Europe in the 17th
century referring to the betterment or refinement of individuals, especially
through education. During the 18th and 19th century it came to refer more
frequently to the common reference points of whole peoples, and discussion of the
term was often connected to national aspirations or ideals. Some scientists such
as Edward Tylor used the term "culture" to refer to a universal human capacity.
Culture refers to the cumulative deposit of knowledge, experience, beliefs,
values, attitudes, meanings, hierarchies, religion, notions of time, roles,
spatial relations, concepts of the universe, and material objects and
possessions acquired by a group of people in the course of generations
through individual and group striving.
Culture is the systems of knowledge shared by a relatively large group of
people.
Culture is communication, communication is culture.

 Culture in its broadest sense is cultivated behavior; that is the totality of a

person's learned, accumulated experience which is socially transmitted, or
more briefly, behavior through social learning.
A culture is a way of life of a group of people--the behaviors, beliefs, values,
and symbols that they accept, generally without thinking about them, and
that are passed along by communication and imitation from one generation
to the next.
Culture is symbolic communication. Some of its symbols include a group's
skills, knowledge, attitudes, values, and motives. The meanings of the
symbols are learned and deliberately perpetuated in a society through its
institutions

Cultural MarketingA specific type of marketing that is geared towards promoting a message to a
certain group of potential purchasers from a particular culture or demographic

cross- cultural marketingA typical definition of cross-cultural marketing, at least in the academic sense,
often focuses on the differences between communication styles (or needs) among
members of different cultures.
Cross-cultural marketing is international marketing on a personal level. It means
considering cultural differences when planning marketing campaigns and media;
realizing the need for a balance between localization and globalization; and most
importantly, implementing strategies that respect differences while seeking to unify
brand messages.

Cross-cultural marketing of Mcdonalds1. McdonalsMcDonald's is the leading global foodservice retailer with more than 32,000
local restaurants serving more than 58 million people in around 130 countries each
day. 70 percent of the restaurants worldwide are owned and operated by
independent, local businessmen and businesswomen.
In India, the brand is managed by two business entities...
Connaught Plaza Restaurants Private Limited, led by Mr. Vikram Bakshi, JV
Partner and Managing Director, North & East India
Hardcastle Restaurants Private Limited, led by Ms. Smita Jatia, Managing
Director, South & West India
McDonald's philosophy of QSCV (Quality, Service, Cleanliness and Value) is
the guiding force behind its service to the customers in India. Following its
philosophy of being sensitive to local food and cultural preferences, India was the
first country in the McDonald's system where it served non-beef and non-pork
products. More than 70 percent of the menu in India has been locally developed
with complete segregation of vegetarian and non-vegetarian products right from
the food processing plants to the point of serving the customers.
McDonald's commitment to its Indian customers is evident even in development
of special sauces that use local spices and chillies. The mayonnaise and all other
sauces are egg-less. McDonald's also pioneered the establishment of Cold Chain
across India which helps maintain freshness and nutrition in every product.
McDonald's regular scrumptious menu includes wide range of products like

McAloo Tikki, Filet-O-Fish, Spicy Range, Chicken McGrill, McVeggie,

Veg Pizza McPuff, Chicken Mcnuggets, Fries, Wraps, an assortment of
Sundaes, Soft Serve and refreshing beverages such as Ice Tea & Cold Coffee with
outstanding service in a vibrant and lively ambience, for which McDonald's is
known worldwide.
McDonald's had further reinforced the branded affordability mantra via the
introduction of the Happy Price Menu which starts at Rs 25 only.
Keeping pace with the customer evolving needs McDonald's also functions on
models that drive convenience and create unique differentiation like McDelivery,
Drive thru, Breakfast Menu, high ways and extended hours. (Currently, available in
select cities)
2. McDonald around the world has achieved success by embracing
globalization. It thinks globally and acts locally. For instance its advertising
campaign I'm Lovin' It has been advertised globally but the characters and
the background setting has been adapted in accordance with the local culture
and customs.
3. Similar is the case with its food offerings. It offers customers taste and
appearance variations according to their culture and religious customs. For
instance to establish itself in India where Hindus do not eat beef and
Muslims do not eat pork, it has introduced Vegetable Mc Nuggets and a
mutton-based Maharaja Mac. These kinds of innovations are necessary to
stay ahead of competition .Furthermore Paneer Salsa and fish items such as
Filet-O-Fish have been presented to the consumers.

4.

Indianisation of MenuWith the opening of the first McDonalds restaurants in India- there is much
that is consistent with other McDonalds restaurants around the world, such
as the quality of the food and the attention to service.
The dedication to local cultures is not new for McDonalds. For the past 50
years, McDonalds has opened restaurants in more than 120 distinctly
different countries and cultures. With guidance from its local
partners, McDonalds is able to adapt- where necessary-its menu and
restaurant operations to complement existing eating-out options.
McDonalds local owners understand what their customers want perhaps
more importantly, what is acceptable within local customs and values.
There is much, too, that is very different- such as the first beef-less and
pork-less menu in the world and
special product formulations to cater to Indian culture and palate. Vikram
Bakshi, the joint venture partner
for McDonalds India, says We know the Indian culture, because we were
born in it, inherited its
richness, and respect it greatly. It is the respect for this culture and the
sentiments of many of our
customers, that we do not serve any beef and pork items in our restaurants.
McDonalds commitment to its Indian customers is evident even in
development of special sauces that use local spices and chillies. The
mayonnaise and all other sauces are egg-less.

In India, vegetarianism is in many cases more than a lifestyle choice. Many

people are vegetarians due to religious reasons, and in some cases even the
vegetarian product that has come into contact with a nonvegetarian product
is unacceptable.
Hence, McDonalds India has also changed its operations to address the
special requirements of our vegetarian customers by having processes that
ensure that a physical separation of veg and non-veg products is maintained
right from farm to the customer. Vegetable products are prepared separately,
using dedicated equipment and utensils. Also in India, McDonalds uses only
vegetable oil as a medium for cooking.

Soon after, McDonalds India introduced the Economeals at an attractive price

point of Rs. 29/-, Rs. 39/- & Rs. 49/- to add to basket of offerings.
McDonalds had further reinforced the branded affordability mantra via the
introduction of the Happy Price Menu attractively priced starting at Rs. 20/-.
Happy Price Menu includes the McAloo Tikki Burger, Veg Pizza McPuff, Chicken
McGrill, Ice-Tea and Small Soft Serve.

Respect for local sensitivities

McDonalds India and all its suppliers have relentless commitment to local
sensitivities. In keeping with this commitment, the vegetarian products are
completely and physically segregated from the non-vegetarian products. This
sanctity is strictly maintained right from the food processing plants through the
supply chain right till the McDonalds kitchens. At no level or instance there is any
scope of contamination. This has helped the brand to drive trust in the market
place, and helped us in achieving the highest customer satisfaction with the highest
quality products, consistently.

Mcdonald has introduced McBreakfast from 6 am to 11 am.

Vegetarian products, Halal and non vegetarian foods for its customer is a unique
and successful idea in India. Kids like mcdonalds in India as they are giving free
toys to customers who buy happy meal deals.
When McDonald's set up shop in India in 1996, it ditched beef and introduced the
Maharaja Mac, originally made with lamb. Chicken patties are used on the
sandwich now, but even more popular is the vegetarian McAloo Tikki, a burger
made from potatoes and peas. To allay strict dietary concerns, the carnivorous and
vegetarian cooking is done separately, by different sets of workers: Those cooking
the veggie meals wear green aprons; people handling meat wear red.

Mcdonalds has a slogan. Think globally and act locally. Mcdonalds sell
standardised product. the taste make up, ingredients, looks, weight etc will be
similar In one part of the world to the other part of the world. Cheese Burger in
United Kingdom will taste similar to a cheese burger in USA. Think globally and
act locally can be proved in India as Mcdonalds in India has changed its menu list.
Halal Burger and McVeggie burgers have been introduced looking to the customers
believes in India. Similar experience has been exercised in Middle east and Fiji. In
Middle east eating of Bacon is banned by government. Halal food is served in
Middle east. McVeggie Burger in India will taste the same in comparison to
McVeggie burger in Fiji. Mcdonalds sell standardised products. All the products
should be looking, tasting, weighing and prepared in the same way across the
globe. McVeggie burger was prepared in India after Research and Development
was condcucted purely in India.

ChinaThe history of McDonalds in China dates to the year 1992 when the first restaurant
opened in Beijing, close to Tiananmen Square.
McDonald's, on the other hand, sticks mostly with classic sandwiches. After
introducing regionally specific items, such as the rice burgers it serves in other
Asian countries, and trying to compete with KFC on the chicken front, it found that
its Chinese customers preferred to order Western foods. So it played up the
burgers, rolling out a suggestive ad campaign with the slogan "Feel the beef."
But not everything is exactly the same as it is in the States. A version of the
Quarter Pounder (called the Big N' Beefy) is served with cucumbers rather than
pickles and comes with a spicier sauce. If you don't want fries, you can order a
corn cup, a side dish that has caught on at other Asian branches. For dessert, you
can choose between pineapple or taro root pies.

McDonalds recently introduced two small half burgers that come in a tiny box. a
black and white hamburger combo that looks remarkably like the ancient Yin-Yang
symbol!

The Chinese customers perceive McDonalds as being scientifically prepared in a

clean environment. The food is seen as safer than food purchased at the
road side food stalls traditional to China.

Not only is McDonalds a favorite place to celebrate their childrens birthdays, it

has become a place for families to celebrate the holidays. McDonalds has
marketed itself as a family restaurant through many marketing schemes including
having family slogans on their walls, and hiring people from many
generations.
Ronald McDonald is known as Uncle Ronald and many restaurants have and
Aunt McDonald who offers parenting advice to parents and serves as a hostess

for childrens parties. She also keeps track of childrens birthdays and visits them
at home.
McDonalds has absorbed the traditional Chinese cultural elements of
showing respect, recognition, understanding, assimilation and amalgamation, while
maintaining the substance of the Western culture of efficiency, freedom,
democracy, equality and humanity, according to China Daily
In China, McDonald's features an all chicken burger using thigh meat as opposed
to the standard breast meat. The thigh meat is preferred in China over breast meat.
There is also a Chinese New Year meal which includes the Grilled Chicken Burger,
curly fries, and a horoscope of the 12 animals of Chinese astrology. China also has
walk-up express windows known as McExpress which sells drinks and ice cream.

Japan-

For its Japanese stores, McDonald's has found that novelty is the way to go, and
the company has introduced lots of special menu items. You can pair your Teriyaki
McBurger, made from pork, with a bag of Seaweed Shaker fries (add the seaweed
powder yourself). You can get a Croquette Burger or a Bacon Potato Pie. Probably
the most distinctively Japanese dish is the Ebi Filet-O, a fried shrimp patty on a
bun ("ebi" means shrimp in Japanese). McDonald's helped popularize the dish by
signing up model Yuri Ebihara -- nicknamed "Ebi-chan" -- to do a series of print
ads and commercials.
Japan features a Teriyaki burger, shrimp nuggets, shrimp burgers, green tea
flavored milk shakes, and more. The Japanese prefer to have their hot dogs served
for breakfast with relish, ketchup, and mustard. McDonald's opened new multifloored restaurants in Japan where it features a caf atmosphere on the first floor
and the traditional fast-food experience on the second floor. The company plans to
eventually expand this concept to over 300 restaurants.
The Japanese ideals, exemplified through the obent, touch on almost all of the
points Harris lists about Asian culture. Allison continues on Japanese culture and
says, To be Japanese is to eat Japanese food. Rice is so symbolically central to
Japanese culture that Japanese say they can never feel full until they have
consumed their rice at a particular meal or at least once during the day. (Allison,
2008:225) And yet, Fujita thought he had something when he decided to open the
first McDonalds in Japan.
Food preferences, in the past, were considered culturally oriented. With the
globalization and success of franchises abroad, McDonalds has proven that tastes
can change. The corporate culture of the organization affected how the
organization coped with competition and changed. When the first franchise opened
in Japan, the menu consisted mostly of items similar to those in the United States.
In effort to increase sales, McDonalds restaurants experimented with different
food items such as Chinese fried rice, curried rice with chicken, and fried egg
burgers. (Ohnuki-Tierney, 2007) The menu adjustments are examples of
McDonalds playing to one of its guiding principles: a commitment to exceeding
customer expectations.

Consumer taste was not the only challenge McDonalds had to deal with in Japan.
Commensality, eating together at one table, is central to the Japanese. One of the
most important roles of food is bringing people together and creating a sense of
community. Rice, which is delivered to the table in a common container and served
to everyone at the table, is the essence of a food that bonds families and creates
social relationships. McDonalds hamburgers, conversely, are meant to be eaten
individually and cannot be shared. Not only does the food in McDonalds
restaurants fail to encompass the characteristic of commensality, but the physical
arrangement of the restaurants in Japan further de-emphasize this feature. The
original franchise in Ginza, Japan had neither tables nor seats; there were counters
in which customers were expected to eat their meals on the go. As McDonalds
expanded in Japan, restaurants gradually included tables in the layout. Usually on
the first floor of restaurants there is a small space for ordering food and seating
areas are on the second and third floors. Still, restaurants have more counters with
stools facing walls than they do tables with chairs.
The final obstacle the Japanese posed for the expansion of McDonalds was their
perception of the food as snacks. Any food that consists of bread is not deemed
filling, and hamburgers have become a snack that is consumed between meals.
McDonalds diversion from commensality and its supply of non-traditional
Japanese food coupled with the consumers perception of the food as a snack has
created an environment suitable for young people to come and hang out.
In Japan, the national culture seems to have had a greater impact on the
organizational culture than the reverse. They have not conceded to the traditional
tastes of American hamburgers, but instead prefer rice burgers, a slice of meat
between bun-shaped rice patties. Though it has become progressively more
acceptable by the Japanese to eat at McDonalds, it has not become a place where
lunches or dinner by the masses is consumed. Den Fujita concedes: McDonalds
has gained ample recognition among Japanese consumers. However, our image is
that of a light-meal restaurant for young people. We are not regarded as a place for
adults to have dinner.

Mcdonals in various other nations1. In Middle East it has adapted to the needs of the locals and introduced Mc
Arabia which is a chicken grilled sandwich served on a flatbread as Arabs
prefer. For Islamic countries such as Pakistan, Malaysia and Morocco it has
obtained the certification for halal food and has advertised it on all its menus
so Muslims and religious groups dont make an issue out of it. Ramadan is a
sacred month for Muslims and therefore the Moroccan menu offers dates,
milk and cookies.

2. In tropical countries it has added guava juice to its menu for consumers to
beat the heat while it offers beer to its consumers in France and Germany as
the local culture is to drink and party.
3.
In China, Mc Nuggets are offered with chili garlic sauce (very much liked
by Chinese).In Israel McDonalds had to change its menu to respect the

regulations of the Jewish Halakhic law framework and kosher restaurants

which does not allow eating a mixture of meat and milk and thus
McDonalds separated the diary product (cheese) and meat from its Big Macs
after several protests.
4. Last but not the least, in Singapore McDonalds launched Kaisu Burger based
on the popular comic strip character Mr. Kaisu and later launched Kampung
Burger which was based on a cartoon character, Kampung Boy. It had
launched the Kampung Burger to denote the customary values associated
with village life. Besides that it also offered desserts and beverages such as
mango and durian milkshakes to appeal to local taste.

5. In short, McDonalds have adapted globally to customers taste buds and

choices but the structure of its menu has remain standard; it offers
sandwich/burger, fries and soft drink (Coca Cola) as its main course. The
main course (burger) may have variations but its the thin long crispy fries
which is a signature/hallmark of this reputed brand

Cross-cultural Advertizting
Also different advertisements around the globe remind us that were still quite far
from a borderless world, and failures by both large, multinational companies and
countless small- and medium sized enterprises are a great testimony to his position.
Legal and administrative barriers continue to exist even in politically integrated
areas such as the European Union, relevant economic differences between
countries persist, and probably most importantly cultural differences are as a
alive as they have ever been (as this blog tries to document). Looking at these
McDonalds advertising from various countries, It reminded again of two things:
first, cultures are still having a strong influence over the marketing-mix; second,
McDonalds is doing a pretty good job at addressing these differences. Lets have a
look at this small selection of examples below. What we see on the first one is not
surprising. We all know that religious beliefs make the marketing of beef burgers
next to impossible in India; product adaptation becomes a necessity. McDonalds
has therefore added items such as the Chicken Maharaja Mac or the McAloo
Tikki to its Indian menu. So far so good. When it comes to promotion, the next
example (second from the left) shows how McDonalds is using a national
celebrity athlete, basketball player Yao Bing, in its advertising in China. As is
common in testimonial advertising McDonalds tries to transfer the positive image
associated with Yao Bing onto the McDonalds brand. Being both collectivistic and
highly status oriented, China very willingly accepts someones endorsement who is
a source of national pride and has unparalleled athletic and commercial success.
Doing this, McDonalds is showing a lot of cultural intelligence. And now for a
European example Austria. As I have recently posted in a different context,
Austria is a relatively risk-averse culture. As far as consumer behavior is
concerned, this results in a preference for tested products, products that have thirdparty certifications, and traditional products that can be trusted. And which
products could be trusted more than products of Austrian origin? McDonalds has
picked up on this and is very openly playing the country-of-origin trump card
100 % beef from Austria, 100 % Austrian potatoes (second image from right), and
using Austrian slang words that wouldnt even been understood just a few miles

across the border in Germany Pipifein which means something like Great
(first from the right). Well done,

KFCIndiaKFC was the fastest-growing major chain in India in 2012, recording 45% value
growth year-over-year based on a 41% increase in outlets (a net addition of 62).
This level of growth has helped KFC become the third-ranked brand in India, a fact
that is particularly notable considering they were a relatively late entrant in terms
of widespread expansion. In 2003, KFC had just 3 local outlets, putting them well
behind Baskin-Robbins, Dominos, Pizza Hut, and McDonalds, all of which had over
50 outlets already in operation, and were growing quickly.
KFCs success has come as a combination of clever localization, savvy pricing
strategies, successful consumer education, and a menu that appeals well to the
changing preferences of sophisticated, urban Indian consumers. KFCs entry into
the market was slow, and despite opening three initial outlets as early as 1995, the
chain had reached just five units nearly a decade later. At that time, the market
posed significant logistical issues, and sourcing enough poultry, beef and other
products continues to be a challenge even in 2012. Back in the 90s, local leader
McDonalds famously spent years building its own India supply chain from scratch,
training local farmers and designing a cold chain that would be robust enough to

handle its needs, while Yum! Brands focus was firmly on building its now-dominant
presence in China. The chains investment in the latter market has paid off
handsomely, but it also left the brand with some catching up to do.
Meanwhile, Indian consumer preferences were changing. Chicken consumption in
India may be more common than beef, but meals are typically carbohydrate-heavy,
and many local consumers prefer a vegetarian diet. Further, the chicken that is
eaten is traditionally taken in the form of tandoori, a fiery-red, spicy grilled dish
thats eaten alongside rice and vegetables. When the time was finally right for
expansion, and Indian consumers were broadening their foodservice horizons
through travel, the internet, and generally greater exposure to global cuisine, KFC
began expanding aggressively and adapting their menus to bridge the gap between
familiar and innovative. By 2012, the chain had reached 220 outlets and added
spicier versions of their chicken, including a Fiery Grill flavor that mimics the red
hue and hot spice of traditional tandoori, and Curry Chicken, modeled after popular
local curries.
In addition to promoting its chicken items, KFC also added plenty of vegetarian
options. The chain now serves fried vegetable strips and burger patties made of
either potato or vegetables, and many new menu launches have been accompanied
by a similar vegetarian item, such as the Zing Kong beef burger meal combo and
Veg Zing Kong combo, both launched in mid-2012.
Finally, KFC has also achieved success through the use of its pricing strategy, which
was designed to help turn what appeared to many as a special-occasion novelty
restaurant into an everyday option. In recent years, KFC has taken steps to
drastically reduce its prices, launching a Streetwise branded menu targeted to
students who have very little income but tend to be willing to spend on foodservice
at the right price. The menu starts with items as low as Rs25 (US$0.40), and was
marketed with a youthful campaign that promoted the range as a better alternative
to the university dining hall at similar prices. In 2013, KFC followed up with a
Wow@25 marketing campaign and augmented reality smartphone app. Cashstrapped students can scan any small bill with their phones, and the app suggests
low-priced items off of a new KFC Wow menu that fits within their budget.
Moving forward, there are a few key lessons other brands can take from KFCs
success. First, the importance of menu localization cannot be overstated, especially
in a market with a well-developed dining culture of its own. Indian consumers like
very spicy food, and they are as diverse in their dietary preferencesmuch of which
stems from local religious and cultural traditionsas they are in terms of income
stratification. Successful brands will need to take significant steps to bridge the gap

between offering a new, exciting dining experience and one that will be familiar
enough, and attainable enough, to entice consumers to dine outside of the home.
Second, operational challenges in India are just as important as customer
acquisition, and operators who arent proactive about building their supply chain
will likely find success impossible. Finally, in a country with over a billion people,
targeting a concepts appeal to the right customer base is still important. KFC has
had success using pricing, product mix, and branding to target young people, a
customer base that can expand with the chain in the future as the demographic
grows both in size and in purchasing power. By 2030, India is expected to surpass
both the US and China to become the home of the largest consuming population in
the world, and while the right consumer base will continue to grow larger, the
importance of carefully targeting those consumers and fostering their future brand
loyalty will be no less paramount.

The KFC menu is increasingly throwing up a number of vegetarian items such as

Veg Zinger, Veg Snacker and Veg ZingKong. It would appear that KFC,
synonymous with chicken across the world, is turning 'vegetarian' in India. In
recent months, the brand has followed the launch of a non-veg product with a
veg equivalent (Example: Zingkong boxes). KFC now plans to simultaneously
unleash veg and non-veg items in the Indian eating-out marketplace, according
to Tarun Lal, general manager at KFC India.
Like so many other foreign brands, KFC has been tailoring its strategy to suit
local preferences in India. Yet, few rebranding efforts would surprise as the
attempts of Kentucky Fried Chicken to walk the line between vegetarian and nonvegetarian food in India. KFC is to fast-food chicken what Nike is to running
shoes and Boeing is to planes. Surely, Colonel Harland Sanders, the founder of
the restaurant chain, would have been amused, even a tad mortified, by KFC's
approach in India.
Nevertheless, when the brand was relaunched in India in 2004, Yum!
Restaurants, KFC's parent, hit on the strategy of offering vegetarian food in the
country almost immediately. Truth is KFC had little choice. Lal says in the Indian
context, the brand had to adapt the menu to ensure that it was delivering to the
expectations of consumers. "That realisation happened very early in our journey."

Other major fast-food companies in India have been attempting similar

rebranding to accommodate vegetarian items on their menu. KFC's bigger rival
McDonald's is a notable example of this strategy. Just as it took to baguettes in
France, McDonald's has been offering vegetarian items such as McAloo Tikki
Burger, McVeggie and Veg Pizza McPuff in India. The company is stepping up its
vegetarian strategy by opening its first full-scale vegetarian restaurant near the
Vaishno Devi shrine in Jammu & Kashmir and another one near the Golden
Temple in Amritsar next year.

China-

"China doesn't have the same culture of individualism that is

present in the United States."
Su's strategy was that KFC "would not be seen as a foreign
presence but as part of the local community Our opportunity
was to take the best ideas from the US fast-food model and
adapt them to serve the needs of the Chinese consumer."
Initially this involved hiring the right people. For Su this meant
Chinese managers who read and spoke the language, who
understood the restaurant business and the Chinese
consumer, but who also had experience in the Western way of
doing business. "It was a foot in both worlds," Shelman says.
"They knew firsthand the Western model but they also
understood the challenges of operating in this Chinese, very
traditional, very evolving market."
"One of the lessons I take away from this case is that to do
China, you have to do China," says Shelman. "It's a large,
complex, and dynamic market that deserves single-minded
attention." That attitude extends from the boardroom of Yum!
Brands to the menus in KFC restaurants. A small number of
items would be familiar to Western visitorsmashed
potatoes, corn on the cob, fried bone-in chickenbut most

would not. The Chinese KFC menu may include fried dough
sticks, egg tarts (which Shelman raves are "to die for"),
shrimp burgers, and soymilk drinks, as well as foods tailored
to the tastes of specific regions within China.
The large selection of menu items is meant to appeal to the
Chinese style of eating, in which groups of people share
several dishes.

Also KFC China offers a wider variety of foods will help

patrons make healthier choices. The KFCs in China have also
limited the amount of money saved on combo meals, and
have completely eliminated supersized items. KFC succeeded
in China both because it was not McDonald's and because in
many ways it decided it wouldn't be KFC either.
KFC adapted to its local market and tailored its menu to the Chinese
consumers by offering more than just the famous Kentucky fried chicken.
Their menu items are capable of luring Chinese consumers to eat at KFC
for breakfast, lunch, afternoon tea/snack, dinner, and late-night snack. And
this is not an exaggeration. Here are a small food feast for your eyes.
Remember theses are in addition to the regular KFC burgers, chicken
wings/drumsticks, popcorn chicken, and side dishes. Not only do their food
items specifically target the Chinese market, they are also targeting an
older audience, as mentioned in the article. Fast foods are not only for
children, but for adults as well. Dont the food options look healthier than
just a normal burger meal as well? We can see that KFC in China is

targeting those with a busy lifestyle who have no time to cook but still wants
to enjoy a healthy, home style meal.

KFC in China positions itself as the fast food restaurant that not only offers
delicious famous Kentucky chicken and burgers, but also healthy home
style Chinese meals that makes consumers feel right at home.
From these, its evident that KFCs successful adaptation to the Chinese
culture is the main driving force behind its marketing success in China.

JapanKentucky Fried Chicken in Japan is actually fairly similar to the

KFC in the states. The few differences which existed which
were adopted by KFC in japan were1. Everything is Original Recipe, they've not heard of "Extra Crispy".

2. They offer sesame and soy sauce flavor fried chicken.

3. KFC Japan offeres a panko fried salmon sandwich. Odd, but

true.

4. There are only medium and small sized drinks (called "S Size" or
"M Size" as is common in all Japanese fast food restaurants).

Large size drinks generally do not exist in Japan, be it KFC or

anywhere else.

5. The meat is mostly dark meat chicken. There is a bit of white

meat chicken in Japan's KFCs, but not much. The Japanese are not
at all fond of white meat chicken (it's one of the few things that's
cheap in the grocery store). Pretty much all chicken dishes in
Japan (with the exception of "sasami served as raw chicken
sashimi") are made from dark meat.

6. As with McDonalds in Japan, the customer service here is leaps

and bounds ahead of that in the US

7. Unlike most Japanese fast food, KFC in Japan is a lot more

expensive. A special "value set" of six pieces dark meat
chicken and three small orders of fries was ~$17.00 USD
last time I was there. 2014 UPDATE: i recently went to KFC and
ordered a 10 piece, two large fries, four biscuits and four small
coleslaws. The bill was over $43 bucks and that was without any
drinks.

8. Some KFC Japan outlets serve a breakfast menu with egg

sandwiches and the like.

9. Yuzu dry spiced fried chicken (Yuzu is a citrus fruit common in

Japan, sort of like a cross between a lemon and a lime).

10.
The packaging of the actual chicken is much improved with
special ribbed bottom boxes that stop the chicken from swimming
in it's own oil during transit.