Zachary Zeller

They're Lovin' It: How China and Japan Turned American Fast Food Into Global Phenomena

Introduction

They're lovin' it: how china and japan turned american fast food into global phenomena. How KFC in Japan and McDonald's in China became global phenomena. Explore their localization strategies, transforming American fast food into East Asian cultural and financial staples.

Abstract

Kentucky Fried Chicken arrived in Japan in the 1970s. McDonald’s launched in China in the late 1980s. Both arrived during periods of massive social upheaval, sending shockwaves through the countries and corporations, creating an international and cultural legacy. Through analyzing the tactics and stories of Kentucky Fried Chicken in Japan and McDonald’s in China, a pattern emerges. Both companies arrived in their respective countries to initial success, riding on the coattails of burgeoning Americana in the mid-late 20th century. However, once they faced respective challenges and potential waning success, both companies decided to focus on shedding some of their American policies to allow their product to better match the East Asian markets. By doing so, they engaged in a balancing act of localization and globalization; by using localization tactics to achieve global success, each ultimately becoming globalized corporations. The success that both companies have achieved, both culturally and financially, prove to be the backbone of their international endeavors, and have ingrained them as staples of the modern East Asian culinary culture.

Review

This paper presents a highly engaging and pertinent analysis of how two iconic American fast-food giants, KFC and McDonald's, successfully embedded themselves into the culinary and cultural landscapes of Japan and China, respectively. The title, "They're Lovin' It: How China and Japan Turned American Fast Food Into Global Phenomena," is catchy and accurately reflects the central thesis: that these brands achieved global success not merely by exporting American culture, but by strategically adapting to local contexts. The abstract sets a clear scope, promising a comparative study that will illuminate the complex dynamics of globalization and localization in action. The core argument that both companies initially leveraged "burgeoning Americana" but then strategically pivoted to "shedding some of their American policies" when faced with challenges is particularly compelling. This "balancing act of localization and globalization" is a critical concept for understanding international business success, and the paper's focus on how localization tactics ultimately foster globalization offers a nuanced and valuable perspective. By examining the specific "tactics and stories" of KFC in Japan and McDonald’s in China, especially against backgrounds of "massive social upheaval," the research promises to uncover the intricate processes through which foreign brands become deeply integrated into local cultures and economies. The anticipated findings of this study are poised to make a significant contribution to fields such as international marketing, cultural studies, and business strategy. Demonstrating how these brands became "staples of the modern East Asian culinary culture" speaks to their profound cultural and financial achievements, offering a powerful case study for how global enterprises can achieve sustained relevance by embracing local nuances. This paper's exploration of this transformation, from initial success to strategic adaptation and eventual cultural ingrainment, positions it as an essential read for anyone interested in the complex interplay between global forces and local specificities in the contemporary world.

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