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Taco Bell: A Mexican-Inspired Restaurant in India
內容大綱
With four outlets of Taco Bell opened in Bangalore, India by December 2013, the managing director of Yum! Restaurants India, the parent company, felt eager to expand. The company took pride in providing the best Mexican-inspired fast food at a low price in a friendly atmosphere. Its target market was young people with global aspirations and/or experiences who were aware of the brand and willing to try something new. India appeared to be a large and fitting market for this quick service restaurant: a population of more than a billion people, the majority of whom were under 35, growing income levels and increasing tastes for international cuisines. Yet, despite a record-breaking launch in 2010, its retail foot traffic was declining. The addition of vegetarian items to the menu had limited success in luring customers to repeat visits. Were the price changes on the new menu reasonable and consistent with the brand promise Taco Bell had made during its launch? What could be done to sustain the company’s survival in India?
學習目標
This case can be taught in marketing, strategic marketing and brand management courses. Its key teaching objectives include the following:<br><br><ul><li>To identify critical factors that help sustain service retrials of a foreign service offering.</li><li>To emphasize the significance of being contextually sensitive for the survival of a multinational corporation.</li><li>To be aware of the varying degrees of symmetry between staying internationally consistent yet locally differentiated.</li><li>To introduce some of the risks that multinational corporations may face while conducting business in India.</li></ul>