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International Market of Fast-food Restaurants

To begin with, the widespread availability of fast-food restaurants is a natural consequence of the definition and deepening of globalization, which is based on the free movement of capital, information, technology, and human resources without any restrictions or boundaries that could hinder this freedom. However, some components of this definition are easier to understand when they flow from one another. Thus, information can be the easiest, fastest, and most abundant due to significant advances in information and communications technology. Then, goods and services come as a result of the progressive liberalization of international trade, accompanied by financial liberalization and information disclosure. This has enabled many global companies specializing in the fast-food industry to move beyond the local framework to operate internationally. This requires continuous analysis and appropriate engagement with the international marketing environment. This has contributed to the emergence of various concepts, including international customers, as a new marketing opportunity. The general trend in market development is toward greater engagement with customers and the products they demand or are interested in, away from stereotypes or regularity. Furthermore, there is a need to raise awareness of the importance of localism in dealing with markets and customers, taking into account that they are the primary source of new ideas and methods, in order to enhance the capabilities of institutions at the international level.

The success of fast-food companies operating in both the local and global markets depends on their ability to adapt to environmental factors that impact their survival and continuity as an ongoing business. The forces of the marketing environment not only influence decisions to enter foreign markets, but also influence decisions on how to serve these markets, through the development of appropriate marketing policies and strategies. This requires marketing managers to recognize the contradiction between local and global marketing, as well as the need for a precise and clear understanding of the variables of the international marketing environment; this allows decisions to enter international markets to be more efficient and effective. Thus, marketing managers will have an international perspective and perspective on the world, considering it as parts or segments of a single market, or evaluating the target market or markets, as well as market segments. This helps to:

  • Discover and identify international customer requirements.
  • Meet the needs and desires of international customers.
  • Innovate new products, introducing them to the market and launching them whenever possible.
  • Facing competition and outperforming competitors in the home or host country.
  • Coordinate the elements of the marketing mix.
  • Understanding and comprehending environmental constraints at the international level.
  • The ability to understand government procedures and measures specific to global markets that impact businesses in general, whether in relation to market entry or marketing practices.
  • Developing a marketing culture that includes listening to customer feedback, communication skills, environmental protection, and other elements, which are essential elements for successful international marketing.