Mcdonald’s in East Asia

Globalization A Give & Take Shortly after my 16th natal day, making me of court- set outed working age in the United States, I reluctantly sign the papers to be an employee of the McDonalds Corporation. I used the term reluctantly because to work in a McDonalds holds deeply negative connotations in American society, especi tot bothyy amongst teenagers. For three years I cooked the regimen, worked the cash register, cleaned the restaurant, and upheld the highest of McDonalds standards.Just before my departure to attend college in another city, I drop by the wayside McDonalds, with quite a large smile, and did not consume a adept product from the restaurant until, three years later, my arrival in Hong Kong. This novel is an excellent example of how societal connotations shape the readings of both the business concern and its customer. wherefore did I hate my job so intently? Why was I so easily able to avoid the chain in America, its nursing home country, but succumbed to the pressure 8,000 miles away in a foreign area?Globalization, as represented with the cr takeion of McDonalds into East Asia, is a series of cultural ante up and take, as businesses salmagundi to local anaesthetic preferences and consumers adapt to the various new disciplines of foreign enterprises. This combats the idea of American imperialism, as the new product formed from this give and take is practically vastly different from the airplane pilot, some durations even harboring completely adapted missions. Golden Arches East, by James L.Watson, chronicles how McDonalds and its customers practise water been affected by the American firms debut into East Asia. The book includes five main excerpts from anthropologists that observed and reported the cultural changes surrounding McDonalds in five countries China, Japan, South Korea, Hong Kong, and Taipei. Each chapter speaks of the effects on the varying countries, but several common themes immerge. Firstly, in all the cou ntries, both the company and the consumer made subtle changes to either tastes or behavior.Some of the stovepipe examples of this are McDonalds consistent target of children, track d giveing to the customaryity of childrens birthday parties, the pro commodioused take in times, and the consumer belief of the hamburger and French fries as a snack, not a meal. Throughout the market entry, McDonalds introduced umpteen behaviors that were once unkn give birth or uncommon. The fast food last is a precise science, calculating both action to the second. This leads to disciplines and practices becoming commonplace, in order to maintain a corporate culture and pro pictures. Queuing n Hong Kong, standing slice eating in Japan, and the popularization of childrens birthday parties are freehanded examples in the text of how McDonalds has impressed certain disciplines upon cultures, often stretching beyond the confines of the golden arches. The introduction of the queue in McDonalds, p iece often times strikee forcibly with markers, is often accredited with changing how people order end-to-end Hong Kong (Watson 93). However, there are exceptions as I find it terribly troublesome to order a pineapple ringlet on the streets, generally standing with a look of bewilderment until a native comes to my rescue.Nonetheless, this is an example of how native culture adapts to the disciplines of a foreign firm. another(prenominal) is in Japan, as people began to accept eating while standing. Here, the designer outlines two important facets of table manners dont eat while standing and dont touch the food with your hands. However, with circumscribed space, McDonalds opted to place standing counters in their restaurants and customers quickly adapted to this practice (Watson 178). A simple idea but it challenged a first harmonic airs in the country.This give from the McDonalds company can be seen on a grander scale through the popularization of childrens birthday parties throughout all of the countries studied. One of the major approaches of company was to target children because, as in places such as China, they receive exceptional treatment from the entire family, which lead to the promotion of birthday parties. As the company further targeted children, the kids would then pick up such parties to be held at McDonalds. Before long, the idea of having a birthday was now commonplace in the countries of South Korea, China, Hong Kong, and Taiwan (Watson).Again, this challenged a fundamental cultural tradition in South Korea, birthday parties went from creation held in camera with family to publicly with friends (Watson 149). All of these examples illustrate how McDonalds managed to impress values of their own upon different cultures. Through their global penetration, they transferred cultural beliefs, which required a change in the tralatitious. However, for every give the company gave, there was in any case a take. While the company managed to ch ange certain ideals, others held resolute and obligate them to adapt the way in which they practice business.The Japanese tranquillize dont prefer to touch food with their hands. All of the five countries have taken the fast out of fast food. Also, these cultures believe it to be a snack, rather than a meal, and most refuse to clean the table themselves. McDonalds provides quite a standard menu, typically consisting of a hamburger, French fries, and a drink. This meal essentially requires eating with the hands. As previously mentioned, this goes against one of the traditional Japanese table manners. The author observed people still more often than not use the wrappings to eat, thus avoid the use of their hands (Watson 178).This example of a rigid aspect of culture not adapting to foreign disciplines can also be seen in how the food is consistently viewed as a snack. Generally, throughout these Asiatic countries, eating at McDonalds is not considered to be a meal. In Japan, it is said that a meal must have rice, and the akin is true of Korea (Watson 164, 156). For McDonalds to build their brand as a popular dinner destination, which is essential for profits, they had to adapt. Thus, they added items to the menu that fit the local flare, such as fried rice (Watson). One of the major changes made was within the fundamental principle of the company.As a fast food firm, they placed great value on people obtaining good quickly, and consuming it just as fast. However, in all of the five studied countries, people use significantly longer amounts of time dining at McDonalds. For capital of Red China and Hong Kong, the average dining times are 25 minutes, and can reach 51 minutes during non-peak hours in Beijing (Watson 56, 93). This can be compared to Americans whom only spend on average 11 minutes in the restaurant (Watson 93). People have made eating at McDonalds a leisure activity, going directly against the record of the company to be fast.As the company ta rgeted youth in each country, this gave invigoration to a culture of young people spending many long afternoons at the restaurant. Again, the company had to adapt their typical thought to accommodate this. Lastly, a major change was the companys policy of having customers bus their own tables. In Hong Kong, people refused to take their trash to the bins themselves, as it was considered to be down the stairs them (Watson 92). Due to this, the company had to employ extra workers to ensure cleanliness in the lobby.Upon my original arrival to Hong Kong, I entered a McDonalds, just to see what different offerings they had. I was shocked to see people leaving their tables with the trash remaining. As I have since learned this is common in the culture here, I still get a slight sensation of taboo when I result my things on the table at a low-end restaurant. Out of context, these adaptations can face minimal, but from somebody who has gone through the rigorous training of McDonalds, eve ry step of the dining experience is exact and calculated. To change any of this is in force(p) blasphemy.However, the company heeded the call and adapted to fit local tastes. As the internationalist attitudes toward globalization are increasingly becoming more negative, McDonalds became a scapegoat for American imperialism. Watson argues this is due to two things the importance of food in culture and the idea that everybody has a McDonalds near them with which stands as a reminder and vent for frustrations (Watson 189). However, when looking back at their original entry into East Asia, one can see how the aspects that make McDonalds American are often times not found in their Asian counterparts.As mentioned in the introduction, McDonalds often comes with a negative connotation. Whereas in Asia, it was cognize to be of high standards in both cleanliness and quality. Another main precept of the American McDonalds experience is the quickness of the meal. One does not spend leisure time there, and beyond that most order food through the drive through and never enter the store at all. However, the Asian countries have made it a home away from home, finding teething ring in spending long hours there.These two examples describe fundamental differences in the restaurants across the globe. In an industry where little change can make a big difference, this shows how what Asians view as the American experience often isnt that. For one to consider McDonalds globalization an act of American imperialism, they must first establish that is truly is American culture being transposed. Through the readings and my personal experiences, there is very little American culture to be found in Asian McDonalds, as even the food is quite different.The notion of globalization being a cultural give and take is a metaphor in lament terms for how globalization, as seen through the case of McDonalds international expansion, is truly a combining of several cultures, often forming somethi ng altogether new. It is not an act of imperialism, as corporations that have to move into foreign countries make many fundamental changes. At the similar time, the customers who purchase from the foreign enterprises make their own mark and shape it to fit their needs.While globalization can be seen as one country doing business in another, it is really about the two parties doing business with each other. I was so proud of having taken such a long abeyance from the restaurant. However, when I entered it again in Hong Kong, I felt the strange combination of being in a comfortable home environment and be in this new, foreign land. Works Cited Watson, James L.. Golden arches east McDonalds in East Asia. Stanford, Calif. Stanford University Press, 1997. Print.