Burger King Beefs Up Global Operation

1. By mid-2009, Burger King was not in any of the following five countries: France, India, Nigeria, Pakistan, and South Africa. Compare these countries as possible future locations for Burger King.
To me the first preference will go to the countries that have good amount of Non-Vegetable consumption in it. As Burger King is known for its Non-Vegetable products e.g. Beef and Hamburger and other beef products. Which can be famous in all the countries whose people consumes the beef and Non-Vegetable products most. In addition, where there is a good amount of youth too.
France, Pakistan, and South Africa will be the good and vast market for any country to Penetrate into it and get their business …show more content…

Burger King remains headquartered in Miami, which is often called the capital of Latin America. Because so many people from Latin America and the Caribbean come to or through Miami, Burger King’s reputation spilled over to that area early on. This simplified gaining brand recognition and acceptance. Further, the nearness of the Latin American and Caribbean countries to Miami enhances the ability of Burger King’s management to visit these countries and for franchisees to visit Burger King’s headquarters.

6. Evaluate Burger King’s strategy of using the Brazilian experience to guide its entries into Russia.

This strategy can be summarized in five parts: · develop an infrastructure before putting in restaurants · develop a local management team · focus development on major cities and adjacent geographies with established shopping mall location, prevalent in Brazil's largest cities, instead of the whole country · establish a local office · support continuous development and the use of local suppliers that meet Burger King's global specifications
For smaller markets or those where all the restaurants are franchised, Burger King does not set up a regional restaurant support center or local headquarters. However, management deemed a Brazilian office necessary because of Brazil's size (in both area and population), its language barrier (Portuguese), and the magnitude of investment that suppliers and franchisees would eventually need to make.