Introduction
In the context of business, culture is a significant element that allows the management to understand the preferences and priorities of local residents, especially when it expands internationally. For example, when McDonald’s planned its expansion to the East, it focused on food choices and traditions of the communities. Undergoing the process of expansion to Hong Kong, McDonald’s kept the foreign menu options while catering to the needs of locals, sustaining its popularity.
Defining Culture
Before discussing James Watson’s interpretation of McDonald’s history in Hong Kong, it is essential to discuss the essence of culture. Culture is a dynamic, ever-evolving phenomenon that is not stagnant, which explains how it is constructed (Murphy 138). Despite this, it retains a sense of consistency.
In its broadest definition, culture can be viewed as a particular way of thinking, doing, and reacting to one’s own behaviors as well as those of others (Murphy 138). This involves conscious or subconscious justifications of the world, one’s own position within it, and that of others, ranging from contesting to intersecting cultural forms (Murphy 138). It is a collective phenomenon that evolves and transforms in response to societal changes (Murphy 138). As they are not isolated or autonomous entities but rather interrelated and impacted by other cultural forms and systems within a specific culture, cultural forms can also intersect with one another.
Cultural Concepts in Relation to McDonald’s in Hong Kong
James Watson’s analysis of McDonald’s in Hong Kong provides insights into how these properties of constructed, contested, and intersecting cultural forms manifest in the context of fast food in Southeast Asia. On the one hand, the author discusses the role of local residents’ preferences. On the other hand, the writer emphasizes the structure of the market and the prerequisites that are necessary for business success.
In Hong Kong, the meaning of McDonald’s is constructed through a process of adaptation. The requirement that the food, which was primarily composed of rice or noodles, be hot was a crucial element for McDonald’s (Watson 80). Even most urban local diners did not consider cold items such as sandwiches and salads to be suitable dinners, and most continue to dislike them today (Watson 80). Thus, without consideration of local preferences, it was impossible to succeed.
Moreover, McDonald’s faced a significant challenge connected to contention when it first opened in Hong Kong, as it did in other regions of East Asia. The locals saw hamburgers, fries, and sandwiches as snacks rather than the components of a complete meal. Older, more traditional consumers still hold this impression (Watson 84). At the same time, many students make stops at fast-food restaurants on their way home (Watson 84). In this case, with younger generations preferring snacks, the business managed to thrive.
Finally, McDonald’s in Hong Kong illustrates the intersecting nature of cultural forms. The Hong Kong franchise promoted McDonald’s standard menu in accordance with foreign standards and refrained from introducing things that Chinese consumers would be more likely to recognize, including rice or noodle dishes (Watson 85). Nevertheless, there are regional preferences: in many outlets, fish sandwiches and standard hamburgers are the most popular offerings (Watson 85). Therefore, the food in McDonald’s sustains local and foreign cuisine.
Conclusion
In summary, McDonald’s maintained its appeal by expanding to Hong Kong while maintaining its international menu offerings and supplying local demand. McDonald’s was constructed in Hong Kong through a process of adaption. Additionally, as it did in other parts of East Asia, McDonald’s had major issues related to conflict when it initially opened in Hong Kong. Lastly, McDonald’s in Hong Kong exemplifies how cultural forms overlap.
Works Cited
Murphy, Mark. Social Theory: A New Introduction. Springer International Publishing, 2021.
Watson, James. “McDonald’s in Hong Kong.” Golden Arches East: McDonald’s in East Asia, Stanford University Press, pp. 77-109.