Best of the lot
BT receives scores of responses to its case studies. Below is the best one on 7-Eleven in the issue dated May 26, 2013
BT receives scores of responses to its case studies. Below is the best one on 7-Eleven in the issue dated May 26, 2013
Arjun Sood [arjunsood12345@gmail.com]; Post Graduate in Rural Management (2011-13), Institute of Rural Management Anand
The 7-Eleven case is an apt example of multinational corporations adopting different strategies to enter and sustain in new markets. The corporations are shedding their standardised notions and are becoming flexible for local markets. It is interesting to see how 7-Eleven followed its overall vision (the concept of convenience stores) but positioned itself differently in Indonesia. That is the power of a brand.
International players across various sectors such as automobiles, fast food, furniture, banking and finance, clothing and retail are vying for Asian markets. Entry into these markets may be easy but sustaining requires in-depth understanding and then adapting to the culture, fashion and spending habits, and demography of the patron country. McDonald's followed this adaptive strategy in India when it launched McAloo tikki burger to attract customers. Since then McDonald's has been working to add variety to the India-specific menu (Masala grill being the latest addition).
It would have been enriching had the case study covered the following aspects: Does the company follow this adaptive strategy in other countries also or does it stick to its original strategy? What are the possible negatives of such a strategy? Does such a strategy hamper the efforts of an organisation to create a uniform brand identity?
Arjun Sood wins a copy of India Inside by Nirmalya Kumar and Phanish Puranam
Arjun Sood [arjunsood12345@gmail.com]; Post Graduate in Rural Management (2011-13), Institute of Rural Management Anand
The 7-Eleven case is an apt example of multinational corporations adopting different strategies to enter and sustain in new markets. The corporations are shedding their standardised notions and are becoming flexible for local markets. It is interesting to see how 7-Eleven followed its overall vision (the concept of convenience stores) but positioned itself differently in Indonesia. That is the power of a brand.
International players across various sectors such as automobiles, fast food, furniture, banking and finance, clothing and retail are vying for Asian markets. Entry into these markets may be easy but sustaining requires in-depth understanding and then adapting to the culture, fashion and spending habits, and demography of the patron country. McDonald's followed this adaptive strategy in India when it launched McAloo tikki burger to attract customers. Since then McDonald's has been working to add variety to the India-specific menu (Masala grill being the latest addition).
It would have been enriching had the case study covered the following aspects: Does the company follow this adaptive strategy in other countries also or does it stick to its original strategy? What are the possible negatives of such a strategy? Does such a strategy hamper the efforts of an organisation to create a uniform brand identity?
Arjun Sood wins a copy of India Inside by Nirmalya Kumar and Phanish Puranam
