Chapter 5 Consumer Behavior 129 eal Marketing 5.1 How McDonald's Markets to the Arab McDonald's is one of the largest networks of fast-food restaurants in the world. The com its postion in the world market. With the growing trend toward Westernization, the Arab world is considered a potentialy grow- ng market. McDonalds operates franchise stores in 14 Arab countries. A key element in McDonalds strategy is to adapt its tradtional American approach to local culture, food habits, and ifestyles. For example, in some countries of the Arab world, McDonalds ou- ets are divided along male and female lines the Arab world would mean an increase in find the appropriate suppliers and design n accordance with local custom sales as well as a growth in the popularity of etficient promotion and distribution strate- gies. Although McArabia was a locavregional As well as adapting the restaurants Mcbonald's at large themselves, McDonald's talors its menu to the potental of McArabia product, the company decided to impont the McDonald's conducted intensive research Arab bread from Britain and the chicken from countries. The McDonald's menu var to predkt consumers' reactions toward the Malaysia Only the Arab sauce was supplied ies widely in different pats of the world. introduction of the new product. Moreover locally Interestingly. depending on interna- n the Arab world, for example, the com pecialists analyzed the local cuisine and tional suppliers did not affect the price of meet the food culture or preferences of dif- pany launched McArabia, a product that McDonald's intended to match regional be unacceptable to the local people were emoved and substituted with local alterna ered acceptable for the local markets. Also, The challenge was to find the product ties. The results of the research were promis McDonald's succeeded in distributing the that would combine McDonald's traditional ing and showed that McArabia was expected new McArabia product effectively in the Arab giobal principles and standards with the local 0 succeed in most Arab countries as well as world, capitalizing on the large network of cuisine and habits of Arabs. Intensive research was conducted to come up with the night product that would satisfy both dimensions Was quite large. Further, McDonald's relied and marketed the product through a care More precisely, the selection of the prod. n dettiuns in the development of the prod- fully planned uct considered the fact that pork products are forbidden in Islam. tried to use elements of traditional local cuisine, while corresponding to McDonalds brand mage. Eventually, the company introduced McArabia as a sandwich containing some ocal ingredients, such as Arab bread, grilled chicken, lettuce, tomatoes, and Arab sauce. product Therefore, the next step was to the region. countries. It also realized u, and accordinglk, managed to determine billboards and printed media The McArabia initiative indicates how the new product and yield the best reactions McDonald's values its business in the Arab world. While the popularity of McDonalds The company tried what ingredients would be A financial analysis of the new product was not more expen- in the Arab world was decreasing. was a means of getting closer to Arab con- sumers and changing its public image in Before introducing McArabia to the market, MDonald's analyzed to what extent the product would be successful. First, it was necessary to ensure that the product matched Changing Your local tastes. For McDonalds the potential and Compeotive Poston, E success of McArabia in various markets in h ashinghon Post, March 17,2003 Sourees: Mohammed All heney, McDonalds Launches Mrabi Arab News Staft, Mawch 5, 2003,A d Benedetto, New Product Management, New York Random House, 2004 R.C Bentan, Undenstanding and Clifts. 51. Prentcerou 1997, Rchardue by "Mau want Falafel with Management Style, San Francisco lossey-Bass, 1999 H.S Gitlow, The Deming Guide to Quality operating in 15 countries spread over three continents. It employs more than 22,000 people from over 29 countries. It operates popular brands of retail chain stores that include the Lulu chain of supermarkets, department stores, hypermarkets, and now shopping malls. The group's retail chains cater to over 350,000 customers enjoys over 32 percent of the total retail market share in the Gulf, including 75 Lulu Chapter 5 Consumer Behavior 129 eal Marketing 5.1 How McDonald's Markets to the Arab McDonald's is one of the largest networks of fast-food restaurants in the world. The com its postion in the world market. With the growing trend toward Westernization, the Arab world is considered a potentialy grow- ng market. McDonalds operates franchise stores in 14 Arab countries. A key element in McDonalds strategy is to adapt its tradtional American approach to local culture, food habits, and ifestyles. For example, in some countries of the Arab world, McDonalds ou- ets are divided along male and female lines the Arab world would mean an increase in find the appropriate suppliers and design n accordance with local custom sales as well as a growth in the popularity of etficient promotion and distribution strate- gies. Although McArabia was a locavregional As well as adapting the restaurants Mcbonald's at large themselves, McDonald's talors its menu to the potental of McArabia product, the company decided to impont the McDonald's conducted intensive research Arab bread from Britain and the chicken from countries. The McDonald's menu var to predkt consumers' reactions toward the Malaysia Only the Arab sauce was supplied ies widely in different pats of the world. introduction of the new product. Moreover locally Interestingly. depending on interna- n the Arab world, for example, the com pecialists analyzed the local cuisine and tional suppliers did not affect the price of meet the food culture or preferences of dif- pany launched McArabia, a product that McDonald's intended to match regional be unacceptable to the local people were emoved and substituted with local alterna ered acceptable for the local markets. Also, The challenge was to find the product ties. The results of the research were promis McDonald's succeeded in distributing the that would combine McDonald's traditional ing and showed that McArabia was expected new McArabia product effectively in the Arab giobal principles and standards with the local 0 succeed in most Arab countries as well as world, capitalizing on the large network of cuisine and habits of Arabs. Intensive research was conducted to come up with the night product that would satisfy both dimensions Was quite large. Further, McDonald's relied and marketed the product through a care More precisely, the selection of the prod. n dettiuns in the development of the prod- fully planned uct considered the fact that pork products are forbidden in Islam. tried to use elements of traditional local cuisine, while corresponding to McDonalds brand mage. Eventually, the company introduced McArabia as a sandwich containing some ocal ingredients, such as Arab bread, grilled chicken, lettuce, tomatoes, and Arab sauce. product Therefore, the next step was to the region. countries. It also realized u, and accordinglk, managed to determine billboards and printed media The McArabia initiative indicates how the new product and yield the best reactions McDonald's values its business in the Arab world. While the popularity of McDonalds The company tried what ingredients would be A financial analysis of the new product was not more expen- in the Arab world was decreasing. was a means of getting closer to Arab con- sumers and changing its public image in Before introducing McArabia to the market, MDonald's analyzed to what extent the product would be successful. First, it was necessary to ensure that the product matched Changing Your local tastes. For McDonalds the potential and Compeotive Poston, E success of McArabia in various markets in h ashinghon Post, March 17,2003 Sourees: Mohammed All heney, McDonalds Launches Mrabi Arab News Staft, Mawch 5, 2003,A d Benedetto, New Product Management, New York Random House, 2004 R.C Bentan, Undenstanding and Clifts. 51. Prentcerou 1997, Rchardue by "Mau want Falafel with Management Style, San Francisco lossey-Bass, 1999 H.S Gitlow, The Deming Guide to Quality operating in 15 countries spread over three continents. It employs more than 22,000 people from over 29 countries. It operates popular brands of retail chain stores that include the Lulu chain of supermarkets, department stores, hypermarkets, and now shopping malls. The group's retail chains cater to over 350,000 customers enjoys over 32 percent of the total retail market share in the Gulf, including 75 Lulu