One feature unique to India was that half of its population was vegetarian, necessitating the…
One feature unique to India was that half of its population was vegetarian, necessitating the creation of a separate cuisine. The company created an entirely new line of vegetarian foods, such as the McVeggie burger and McAloo Tikki. Throughout the stages, the vegetarian and non-vegetarian parts are kept separate. A Restaurant Management System (RMS) was developed to ensure efficiency with independent food lines at all stages of production, cooking, and serving. In the restaurants, separate kitchens for vegetarian and non-vegetarian meals were established, with different uniforms for the kitchen personnel. Separate spaces were also built for preparation and wrapping. Changes are also visible in the restaurant management system, with different menu boards for vegetarian and non-vegetarian products (green for vegetarian and purple for non-vegetarian). Because McDonald’s prioritises the quality of all its products, it sets rigorous standards for its suppliers, who are among the largest in the food industry. McDonald’s has always believed in developing tight ties with suppliers around the world, and this is exactly what it has done in India. In order to achieve the restaurant chain’s high quality and sanitary standards, McDonald’s identified its suppliers and assisted them in improving their quality. For example, the lettuce provider was given advise on seed selection and production procedures. McDonald’s supply network became fairly geographically diverse, with buns arriving from the north, chicken and cheese from the west, and fish, lettuce, and pickles from the south.McDonald’s first entered India in 1996, when the fast-food retail business in India was in its infancy. McDonald’s arrival into India was received with harsh criticism. On May 4, 2001, members of the Hindu organisation, the Bajrang Dal, the militant arm of one of India’s leading fundamentalist political parties, the Bhartiya Janata Part (BJP), openly protested against the corporation by attacking its branches around the country. The eatery in Thane, a northeastern Bombay suburb, was demolished by members of the Bajrang Dal. Protesters from the ruling Bharatiya Janata Party surrounded a McDonald’s in southern Bombay, shouting slogans and staining the restaurant’s logo with cow faeces. SHIV SENA – another Hindu coalition – has reportedly threatened to demonstrate outside McDonald’s corporate headquarters following news of a lawsuit being filed against the company in Seattle. The largest issue McDonald’s encountered during the launch of its product in India was the public perception of the company as an international food chain that did not meet Indian standards. There have been questions raised concerning how McDonald’s burgers are prepared.
McDonald’s devised a pricing plan that can accommodate a large number of customers, primarily from the lower and middle classes. This category includes the vast majority of Indians. Price sensitivity studies are undertaken before deciding pricing since giving value to the customer is critical. In addition, the rate of inflation is examined. McDonald’s notion of value was significantly broader than that of the majority of its competitors. When the Indian joint venture was formed, the MTs were sent to Indonesia for comprehensive job training. Human resource, real estate, and building MTs were hired, and global directors worked with them to teach them in the required areas. This was accomplished through interactions as well as exposure to customers through operating training within the restaurants over a set length of time. The organisation also offers numerous options for abroad training to those who demonstrate potential. Despite facing various hurdles in the beginning, the fast-food business rose to become the market leader by 2011.
What were the constraints that McDonald faced while entering the Indian market? Discuss FOUR (4) constraints and provide justification to support the answers.