Internet Exercises


1			For most Americans and Europeans, washing hands is a relatively mindless task. However, consider for a moment if instead of simply turning on the faucet and finding a pleasing temperature that is not too hot, not too cold, one had to fill the basin, using both a hot tap and a cold tap in order to achieve the water temperature desired. Sound unnecessarily complicated and old-fashioned—a situation that one might find in a third world country? Actually, it is the system used in most British households. This, despite Winston Churchill’s wholehearted endorsement of single faucets after a wartime visit to Moscow where he experienced the marvels of modern plumbing. In fact, most Britains don’t see the value of single faucet plumbing, preferring instead to wash their hands in cold water. Cultural differences such as the one described above help create the unique identities of individuals and reflect the norms and values of countries. British bathroom preferences are interesting from the perspective that while many would consider the single faucet system a technological improvement over dual tap plumbing, Britains, despite their apparent willingness to adopt other signs of advancement have resisted this particular form of economic progress. Discuss the process of cultural change, how it occurs, what role globalization plays in the process, and what it implies for society as a whole. Source: "Plumbing the Depths: British Taps Run Hot Or Cold—Rarely Both," The Wall Street Journal, 10/17/02, p. A1.




2			Ask an American what fast food means, and the answer will probably be quick service and cheap, tasty food. In France however, fast food seems to mean something else entirely. McDonald’s, arguably the king of the global fast food market, is finding that what sells in America does not necessarily succeed in France. Instead, McDonald’s is trying to adapt to the French culture by developing restaurants that sport chic interiors and music videos to encourage patrons to linger over their meals. Despite the higher costs of these new stores, with a new McDonald’s opening every six days in France, the strategy seems to be working. For a company that has built its success by serving customers around the world the same product the same way, McDonald’s’ French strategy is rather startling. In fact, one might wonder whether McDonald’s is even filling the French fast food niche—or catering to some other market niche. Does a burger and fries in a chalet-inspired eatery complete with music videos mean the same thing as a burger and fries in McDonald’s more traditional store? Go to McDonald’s French web site (http://www.mcdonalds.fr/) and explore the company’s strategy in more depth. Then, consider how the French culture may be causing the cost of doing business in France to rise for the company. McDonald’s is often cited as a company that forces cultural change. In your opinion, is this an accurate assessment of McDonald’s France? Why or why not? What does McDonald’s’ experience in France imply for the rest of the company’s global operations? Source: "What’s This? The French Loves McDonald’s," Businessweek, 1/13/03, p. 50.

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