KFC, a fast-food operator, faced immense resistance from some politically active consumer groups when it opened its operations in India. One group proclaimed that opening KFC outlets in the country would propagate a junk-food culture. Others proclaimed that this was the return of imperialistic powers and was an attempt toWesternize the eating habits of Indians. Local authorities in the city of Bangalore used city law restricting the use of MSG (a food additive used in the chicken served by KFC) over a certain amount as a pretext for temporarily closing down the outlet, despite the fact that the authorities did not have the equipment to measure the MSG content in the proportions stated in the law. In New Delhi, a KFC outlet was temporarily closed because the food inspector found a house fly in the restaurant. Although both of these issues were resolved through hectic consultations with these consumer groups and through legal orders issued protecting the interests of the outlets, they do reflect how the political and social concerns of even a small segment of the population can adversely affect the operations of organizations in foreign markets. If you were the country manager of KFC in India, what steps would you have taken to avoid these problems.