McDonald’s Global Strategy: The Theory of Adaptation in Marketing Mix

McDonald’s is one of the many multinational corporations operating in thousands of local markets nationwide which implements the theory of adaptation in its marketing mix. Over the years, the corporate industry and even society have witnessed the growth and development of fast food chains, capturing majority of the market population and increasing the competition among existing fast food chains in the nation. As a means to break away from tight competition and look forward to the further growth and development of the organization, McDonald’s has focused on immersing itself into the international market.

Since then, McDonald’s continued to infiltrate numerous local markets, and in 2001, the organization was operating in 117 countries around the world with almost fifteen thousand active fast food restaurants. The company still continues to move forward since one of the primary goals and objectives of McDonald’s is to multiply the number of McDonald’s restaurants around the world twice as much in the next ten years.

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In addition, the unmatchable involvement of McDonald’s in the international market is proven by how the return of investments is primarily gained through the profit obtained from foreign markets.

(Schlosser 2001, p. 229) However, the globalized structure of McDonald’s was not easily established and did not directly lead to the company’s success. McDonald’s realized the need to change or transform the various strategies and techniques that it implements locally if it is to expect a positive response from foreign consumer populations. Since then, McDonald’s has implemented the theory of adaptation in its marketing mix in an attempt to address issues and concerns that has something to do with capturing diverse markets with unique structures and conditions apart from other markets in other countries.

In Europe, McDonald’s chose to implement a marketing mix based on adaptation to local markets. Therefore, the product offerings, services, cultural environments, and so on, in European McDonald’s stores differ from one another. For instance, the menu available in one country differs from another in Europe. In Netherlands, burgers are called the McKroket, while in Norway, the burgers are made from grilled salmon, locally called as the McLaks. (De Mooij 2005, pp. 14-15) In Germany, McDonald’s fast food chains are in tune with local traditions and delicacies as the restaurants offer beer in their menu.

(Wakefield 2007, p. 7 ) For the fries sold in German McDonald’s restaurants, German potatoes are being served, and the kinds of meat that are used for the burgers being served to consumers are gained from Bavarian dairy cows. (Schlosser 2001, p. 232) Moreover, the McDonald’s in England was kept in tune to the local culture. McDonald’s restaurant in England offered fresh and healthy foods and was commended for providing products which are beneficial for consumers.

The restaurants offered fresh products, particularly fruits, to consumers, drinks with less sugar, and pasta products with lessened fat or caloric content. (Onkvisit & Shaw 2004, p. 305) The aforementioned examples have practically shown how McDonald’s has implemented the theory of adaptation, in terms of the dimensions or characteristics of the product. For the various McDonald’s restaurants across the European continent, the food offerings or products are modified according to inherent cultural characteristics, beliefs, practices, way of life, and so on.

In McDonald’s France, the premium burger in France is called the Croque McDo based on one of the well-known dishes in France – that is, the sandwich which is made from local ham and cheese. (De Mooij 2005, pp. 14-15) In addition, when the payments for food ordered in McDonald’s restaurants are compared to the average American consumer, it has been determined that the French consumer pays $5 more than the former. French McDonald’s restaurants also capitalize on the physical appearance of the store as a means to persuade consumers to relax or wind down and enjoy their stay at the restaurant.

(Onkvisit & Shaw 2004, p. 305) The application of the theory of adaptation to the marketing mix implemented by McDonald’s in France was rationalized because of the distinct differences between the features or characteristics of the well-known American brand and its counterpart in France and other European countries for that matter. As discussed, the theory of adaptation refers to the conceptual framework adapted by a business organization in developing its strategy which recognizes the differences that exist among the consumers, particularly in the international scene.

(Dacko 2008, p. 11) Based on the differences mentioned previously on the dimensions of McDonald’s in France as compared to other nations in the Pan European Region, we ascertain how McDonald’s sought to become successful in the international scene by applying the theory of adaptation. Reference List Ajami, R. A. , Cool, K. , Goddard, G. J. , & Khambata, D. , 2006. International Business: Theory and Practice. New York: M. E. Sharpe. Ali, A. , 2000. Globalization of Business: Practice and Theory.

London: Haworth Press. Baker, M. J. , 2003. The Marketing Book, 5th Ed. Oxford: Butterworth Heinemann. Dacko, S. G. , 2008. The Advanced Dictionary of Marketing. Oxford: Oxford University Press. De Mooij, M. K. , 2005. Global Marketing and Advertising: Understanding Cultural Paradoxes. UK: SAGE Publications Ltd. Dorf, R. C. , 1998. The Technology Management Handbook. London: CRC Press. Grover, R. & Vriens, M. , 2006. The Handbook of Marketing Research: Uses, Misuses, and Future Advances. UK: SAGE Publications Ltd.