Pengaruh Budaya dan Antar Budaya (Cultural and Cross-Cultural Influences} McDonaldΓÇÖs . . . All Around the World 12 chapter

      This formula suggests the world could handle at least another 48,000 McDonaldΓÇÖs restaurants. Another perspective on this issue is gained by realizing that each day, 46 million customers walk through the doors of 30,000 McDonaldΓÇÖs restaurants around the globe. Despite this volume, McDonaldΓÇÖs serves less than 1 percent of the worldΓÇÖs population on any given day. Thus, even though McDonaldΓÇÖs is the largest and best-known global food service retailer, it still has enormous potential for growth in the global market.   It may be difficult for the average American (who may take McDonaldΓÇÖs for granted) to appreciate what a McDonaldΓÇÖs restaurant can mean to consumers in foreign countries. According to Tim Fenton, former head of McDonaldΓÇÖs in Poland, ΓÇ£ItΓÇÖs hard for Americans. Poplation ofcountry X ofpeopleper U.S. McDon# aald s Country Xper capita income U.S. per capi ΓÇÖ ├ù t ta income Potential penetration ofMcDonald s= ΓÇÖ in country X to understand, but McDonaldΓÇÖs is almost heaven-sent to these people. ItΓÇÖs some of the best food around. The service is quick and people smile. You donΓÇÖt have to pay to use the bathroom. ThereΓÇÖs air conditioning. The place isnΓÇÖt filled with smoke. We tell you whatΓÇÖs in the food. And we want you to bring the kids.ΓÇ¥   In addition, McDonaldΓÇÖs carries considerable cultural meaning that many consumers value. Many people around the world see McDonaldΓÇÖs as a quintessential American product, along with LeviΓÇÖs, Coke, and Marlboro. These important cultural meanings influence consumersΓÇÖ behavior toward McDonaldΓÇÖs in the international marketplace.   McDonaldΓÇÖs walks a fine line between a global and a local strategy. In many ways, McDonaldΓÇÖs seems ΓÇ£global.ΓÇ¥ It sells its major food products (the Quarter Pounder and Big Mac burgers, fries, Coke, and milk shakes) nearly everywhere in a standard form. It also goes to great lengths to maintain the quality and consistency of its key products (beef patties, fries, and buns are uniform worldwide). Also, McDonaldΓÇÖs works hard to create its global vision of high quality and consistency around the world by training its personnel. Many McDonaldΓÇÖs employees have received degrees in ΓÇ£HamburgerologyΓÇ¥ at McDonaldΓÇÖs Hamburger University in Oak Brook, Illinois. HU provides instruction to restaurant personnel in 23 languages and has awarded more than 70,000 degrees.   Despite its global approach, McDonaldΓÇÖs also makes many adaptations to local customs, tastes, and norms. Details of the store decor often reflect local sensitivities and culture. Sometimes McDonaldΓÇÖs must adapt to legal and regulatory constraints on certain marketing strategies and actions. For instance, Germany does not allow special promotions like ΓÇ£buy one, get one free.ΓÇ¥ McDonaldΓÇÖs sometimes makes even more significant adaptations to local tastes. For example, menu items vary somewhat from one country to another. Favorite foods may be featured along with the standard McDonaldΓÇÖs fare: salads with shrimp in Germany, veggie burgers in Holland, black-currant shakes in Poland. Beer is available in some European countries. Occasionally even the names of standard McDonaldΓÇÖs products are different. ΓÇ£Quarter PounderΓÇ¥ is an English measurement term that means little in countries using the metric system. In many European and Asian McDonaldΓÇÖs, this worldwide favorite is known as McRoyal or Hamburger Royal.   How can McDonaldΓÇÖs be sensitive to local customs while maintaining its core service and product quality? The company learns and reflects the local culture by hiring as many locals as possible. McDonaldΓÇÖs employees often fly in from headquarters to help develop new markets. But nearly all of them go back after a period and turn the operation over to locals with more intimate knowledge of the local culture and customs. For example, Tim Fenton went to Poland in 1992 with a team of 50 experts from the United States, Russia, Great Britain, and Germany. By 1994, all jobs except FentonΓÇÖs had been taken over by Polish nationals (he too left eventually).