Undeterred, the firm simply dumped what seemed to work in America into this country. When Starbucks opened an outlet in Lygon Street — a store that has since sat empty surrounded by bustling cafes — it became an amazing example of just how comprehensively a company could fail to understand its target market.
The inability of Starbucks to adjust its product to local conditions is illustrated even more clearly when we compare it to the international strategy of that other evil American behemoth — McDonald's. Where Starbucks offers almost the same products around the world, McDonald's varies its menu depending on local culture and local tastes. In India, they sell the McCurry Pan. In Japan, the "Ebi Filet-O" is available — a shrimp burger. In Turkey, McDonald's offers kebabs. Some of these products may sound stupid — and Canada's "McLobster" sounds filthy — but their existence shows that McDonald's understands the importance of understanding its regional markets, and tries to understand the peculiarities of local culture.
The failure of Starbucks in Australia tells us a lot about globalisation too. It isn't enough — as some anti-globalisation activists seem to assume — for an American company just to blanket a foreign market with a mediocre product.nullnullnullnullnullnullnullnullnullnullnullnull
