ence on the marketing strategies of MNCs (Ekerete, 2001, p. 98).
表4.1.2表明，美学和民族价值观、宗教信仰和语言等所有文化因素都对跨国公司的营销策略产生了重大影响。
Kellogg’s is a standout amongst the best worldwide brands from U.S. which was world’s driving maker of cereal and comfort sustenance. It is tremendously well known breakfast cereal brand that is being sold in 160 nations with deals turnover of over $9 billion. On its beginning entrance into the Indian market, it utilized comparable advertising blend which it had been utilizing as a part of other worldwide markets. At the point when Kellogg’s initially entered India in 1994, it vigorously wager on changing the Indian breakfast food, where people preferred hot food in breakfast.(Taneja, Girdhar, & Gupta, 2012, p. 72-73).
Kellogg's是来自美国的全球最佳品牌之一，美国是世界上谷物和舒适食品的驱动制造商。这是一个非常知名的早餐麦片品牌，目前在160个国家销售，交易额超过90亿美元。在开始进入印度市场时，它使用了类似的广告组合，作为其他全球市场的一部分。1994年，当家乐氏最初进入印度时，它大力押注于改变印度早餐食品，因为人们更喜欢在早餐中吃热的食物。
The organization needed the Indian buyer to change its conventional propensities for having either Dosas or Parathas in their breakfast and these propensities excessively shifted from area to area, making it impossible to locale with the northern district favouring Parathas and southern locale leaning toward Idlis, and Vadas and so forth and the western locale favoured options like Poha.Kellogs wanted Indian customers to begin having the healthier breakfast cereals which was a tremendous test for the organization. India got to be uncommonly extreme business for Kellogg’s on account of it needed to change imbued dietary patterns of purchasers. It went through diverse however troublesome periods of life-cycle before it has turned into the strongest player in breakfast grain classification in India. Kellogg’s is assessed to hold around 60-65 percent of India’s Rs. 400 crore worth of breakfast grain (Taneja, Girdhar, & Gupta, 2012, p. 72-73).
该组织需要印度买家改变其早餐中吃多萨或帕拉塔的传统倾向，而这些倾向在不同地区之间过度转移，使得无法在北部地区倾向于帕拉塔，而南部地区倾向于伊德利斯的情况下进行选址，和Vadas等，西方地区更喜欢波哈这样的选择。Kellogs希望印度顾客开始吃更健康的早餐谷物，这对该组织来说是一个巨大的考验。对于家乐氏来说，印度的生意变得异常极端，因为它需要改变购买者的饮食模式。在成为印度早餐谷物分类中最强大的参与者之前，它经历了不同但麻烦的生命周期。据评估，家乐氏公司持有印度价值40亿卢比的早餐谷物约60-65%。
While presenting another item class, it was not simple for Kellogg’s to secure a remote brand into Indian market where sustenance propensities for individuals change after a couple of kilometres. In its starting ads, Kellogg’s demonstrated that what Indians were having in their breakfast was not in any way sound.This hurt the assumptions of the common India women who had been serving customary breakfast for a really long time to their families. The commercial contrarily influenced the outlook of real influencers and initiator bunches in the Indian families. Additionally the sort of breakfast which Indians were having was accessible in numerous mixtures at less expensive costs than Kellogg’s advanced breakfast of corn drops. It was hugely troublesome for the organization to persuade them to leave their conventional nourishment or breakfast alternatives and supplant it with oats. Notwithstanding this, the organization couldn’t comprehend another social viewpoint that Indian buyers have had warm drain in their breakfast though; the corn pieces (cereals) were ideally utilized with cool milk (Taneja, Girdhar, & Gupta, 2012, p. 72-73).
在介绍另一个商品类别时，凯洛格百货公司要确保一个偏远的品牌进入印度市场并不简单，在印度市场上，个人的维持倾向在几公里后就会发生变化。家乐氏在其最初的广告中证明，印度人早餐中所吃的东西一点也不健康。这伤害了印度普通女性的假设，她们长期以来一直为家人提供传统早餐。这则广告反过来影响了印度家庭中真正有影响力的人和发起人群体的前景。此外，印度人吃的那种早餐有多种混合物，价格比凯洛格的高级玉米滴早餐便宜。对于该组织来说，说服他们放弃传统的营养或早餐替代品，用燕麦代替它是非常麻烦的。尽管如此，该组织无法理解另一种社会观点，即印度买家的早餐里有温水；玉米片（谷物）与冷牛奶一起使用是理想的。
Even when they consumed it, they found that firmness of chips were totally disintegrated when they were dunked into the warm drain, along these lines losing the purposes of situating which guaranteed the pieces to stay fresh when it is to be expended. Because of the issues that Kellogg’s was experiencing, its deals declined by 25 percent in April, 1995 when contrasted with the offers of earlier month Walk, and 1995. After realizing
