代写论文:LSBU集团的国际业务扩张

代写论文:LSBU集团的国际业务扩张

在下面提到的推荐策略发展在印度,LSBU必须考虑考虑扩展它在中国快餐业务单位:

•lsbu必须灵活反击回印度市场快速变化和敏感的印度消费者的需求。有必要进行产品修改,使他们适应印度的条件。近25到30%的民众在该国是素食主义者,由于LSBU应该专注于隔离非素食烹饪过程从素食的说服素食者和非素食者客户群(Jacquelline和克莱恩,2007)。产品调整是首席战略,该公司在印度必须强调在发展中。创新不仅是至关重要的本地化产品和服务,但在商业模式和程序也(Cooper),2009)。

•为了实现完整的潜力,有必要对跨国公司在印度来演示一个强有力的和明显的承诺(Fatehi,1996)。在这种情况下,它是大量LSBU使其本地操作的强大,并投资于当地的人才。公司必须高度重视印度消费者的希望通过交付定制,当地市场需求(科恩,2008)。

•lsbu需要专注于寻找最好的方法使进入印度市场。这意味着远离合资的方法,许多公司采用了和理解一个人去(查尔斯和史密斯,2007)。因此,LSBU应该专注于其他市场准入的替代品,如特许经营和许可。在特许经营公司可以给当地的商业使用权利的成功的商业模式和品牌同意的时间内(Bijoor,2011)。

•之间达到一个平衡的国际品牌和地方定位,LSBU可以带来其或模型与特征适合印度的需求。LSBU应与当地供应商的合作,降低成本,这将使该公司向最终消费者提供价格合理的商品。LSBU的关键建议,公司应该定制一个改变游戏规则的策略,而不是一个增量(巴恩斯,2008)。

代写论文:LSBU集团的国际业务扩张

In the below mentioned are the recommended strategies for Development in India, which LSBU must take into considering for extending it fast food business units in the country:
• LSBU must work flexibly by countering back to the fast-changing Indian market and being sensitive to the Indian consumers’ needs. It is essential to make product modifications so that they suit the Indian conditions. Almost 25 to 30% of the populace in the country is vegan and due to which LSBU should focus on isolating the non vegetarian cooking procedure from the vegetarian ones to persuade both the vegetarian and non vegetarian customer groups (Jacquelline and Kline, 2007). Product adjustment is the chief strategy, which the company must emphasise on for developing in India. Innovation is essential not only for localizing products and services, but in business models and procedures too (Cooper and Edgett, 2009.).
• In order to realize complete potential in the country, it is essential for international companies in India to demonstrate a potent and noticeable commitment to the country (Fatehi, 1996). In this context, it is substantial for LSBU to make its local operations powerful, and invest in the local talent. The company must pay significant attention to the wants of Indian consumers by delivering the customization that local market needs (Cohn, 2008).
• LSBU needs to focus on looking for the best way to make entry in the Indian market. This implies moving away from the joint-venture approach, which a lot of companies have adopted and comprehending to go alone (Charles and Smith, 2007). Therefore, LSBU should focus on other market entry alternatives like franchising and licensing. Under franchising the company can give rights to local business of using the successful business model as well as brand for an agreed period of time (Bijoor, 2011).
• To attain a balance between international brand and local positioning, LSBU can bring in sub-brands or models with traits suitable to Indian needs. LSBU should work with local suppliers to diminish costs, which would enable the company to offer reasonably priced goods to the end consumer. The key recommendation for LSBU is that the company should make customization a game-changing strategy, instead of an incremental one (Barnes, 2008).