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Lunch time was the busiest as there was a flooding in of a variety of people from different ethnic backgrounds and different ages. People ranged from office workers dressed in suit and ties, students probably from a nearby college dressed in uniform and little kids who come along with their parents. The place was sort of overcrowded due to the small venue, the queue stretched all the way to the door, although the three members of staff working at the time seemed to do a pretty good job of serving everyone
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Subways approach to internationalising its activities is through franchising and licensing, this way the company relies on the local knowledge and capital of investors to carry the brand. Although, the investor still has to follow the subway model in terms of its core menu, decor, methods of cooking and customer service (this initiative makes it easier for subway to exact its presence at countless locations all over the world without risking any of its own capital). Subway educates the investors and their staff effectively through cross- cultural management. Cross-cultural management aims to study people’s behaviour around the world and trains staff to work effectively in employee and customer situations. The initiative aims to understand and improve the relationship between co-workers, customers and suppliers form different countries and cultures (by doing this, subway is able to maintain its globally integrated environment …show more content…
(2006), Food, Power and Globalisation in Samoa. Department of Anthropology, University of Alabama. * Dollar, D. (2001), Globalisation, inequality and poverty since 1980, Development Research Group, World Bank, Washington D.C., November. * Gunter, B.G. and R. van der Hoeven (2004), The Social Dimension of the Globalization: A Review of the Literature, Working Paper No. 24, World Commission on the Social Dimension of Globalization, ILO, Geneva. * Hartungi, R. (2006), “Could developing countries take the benefit of globalisation?” International Journal of Social Economics, Vol. 33 No. 11, pp. 728-743 * Knights, D. & Willmott, H. (2009), Introducing organisational behaviour and management, (revised edition). South Western. * PRUS (2001), “Globalisation and poverty”, Poverty Research Unit – University of Sussex: (PRUS), No. 2, June. * Strange, S. (1986), Casino Capitalism, London: Basil Blackwell. * Tsikata, Y. (2001), Globalisation, Poverty and Inequality in Sub-Saharan Africa: A Political Economy Appraisal, OECD Development Centre Working Paper No. 183, OECD, Paris.
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Subways approach to internationalising its activities is through franchising and licensing, this way the company relies on the local knowledge and capital of investors to carry the brand. Although, the investor still has to follow the subway model in terms of its core menu, decor, methods of cooking and customer service (this initiative makes it easier for subway to exact its presence at countless locations all over the world without risking any of its own capital). Subway educates the investors and their staff effectively through cross- cultural management. Cross-cultural management aims to study people’s behaviour around the world and trains staff to work effectively in employee and customer situations. The initiative aims to understand and improve the relationship between co-workers, customers and suppliers form different countries and cultures (by doing this, subway is able to maintain its globally integrated environment …show more content…
(2006), Food, Power and Globalisation in Samoa. Department of Anthropology, University of Alabama. * Dollar, D. (2001), Globalisation, inequality and poverty since 1980, Development Research Group, World Bank, Washington D.C., November. * Gunter, B.G. and R. van der Hoeven (2004), The Social Dimension of the Globalization: A Review of the Literature, Working Paper No. 24, World Commission on the Social Dimension of Globalization, ILO, Geneva. * Hartungi, R. (2006), “Could developing countries take the benefit of globalisation?” International Journal of Social Economics, Vol. 33 No. 11, pp. 728-743 * Knights, D. & Willmott, H. (2009), Introducing organisational behaviour and management, (revised edition). South Western. * PRUS (2001), “Globalisation and poverty”, Poverty Research Unit – University of Sussex: (PRUS), No. 2, June. * Strange, S. (1986), Casino Capitalism, London: Basil Blackwell. * Tsikata, Y. (2001), Globalisation, Poverty and Inequality in Sub-Saharan Africa: A Political Economy Appraisal, OECD Development Centre Working Paper No. 183, OECD, Paris.
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