B&E: Can you reveal to us, the initial ground work that was done by the company before entering the Indian market?
VB: The initial five-six years went into understanding the market and in setting up an adequate cold storage system. Setting up this extensive cold chain distribution system has involved the transfer of state-of-the-art food processing technology by McDonald’s and its international suppliers to pioneering Indian entrepreneurs, who are today an integral part of the cold chain.
B&E: Was it difficult to popularise the concept of QSR in the land of samosa eaters?
VB: From the very beginning, unlike the other players, we Indianised our menu and always kept its pricing easy on the pocket of Indians, (a strategy) which I term as branded affordability.
B&E: Who were your biggest competitors when you commenced operations? Were you worried about the other global brands that were entering the country then?
VB: Not really (on the question of whether other global QSRs were competitors), rather the local branded and unbranded players were our key competitors. Even the roadside aaloo-tikki vendor was our competitor.
VB: The initial five-six years went into understanding the market and in setting up an adequate cold storage system. Setting up this extensive cold chain distribution system has involved the transfer of state-of-the-art food processing technology by McDonald’s and its international suppliers to pioneering Indian entrepreneurs, who are today an integral part of the cold chain.
B&E: Was it difficult to popularise the concept of QSR in the land of samosa eaters?
VB: From the very beginning, unlike the other players, we Indianised our menu and always kept its pricing easy on the pocket of Indians, (a strategy) which I term as branded affordability.
B&E: Who were your biggest competitors when you commenced operations? Were you worried about the other global brands that were entering the country then?
VB: Not really (on the question of whether other global QSRs were competitors), rather the local branded and unbranded players were our key competitors. Even the roadside aaloo-tikki vendor was our competitor.
Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).
and Arindam Chaudhuri (Renowned Management Guru and Economist).
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