Apart from bureaucracy, another challenge that Subway is likely to encounter in its operations in India arise from this country’s legal environment. In reference to Budhwar (2001) whereas India has significantly embraced free market economy, there are number of sectors that are either highly regulated or completely closed to foreign investors. This is particularly the cases because of the perception that these sectors play a critical role in promoting the national, social and environmental security of this nation and as such, there are restrictions in place to deter foreign direct investment in such sectors. Importantly, Budhwar (2001) notes that among the sectors that bar foreign direct investment in India include atomic energy sector, railway transport, arms and mining of some minerals such as lead and zinc. In line with this, Subway’s proposal and policies on environmental sustainability in the fast food industry should not in any way contravene the regulations on foreign direct investment as far as different sectors in this economy are concerned.
除了官僚主义，Subway在印度运营中可能遇到的另一个挑战来自该国的法律环境。就Budhwar（2001年）而言，尽管印度已大力推行自由市场经济，但仍有许多行业要么受到高度监管，要么完全不对外国投资者开放。这种情况尤其如此，因为人们认为，这些部门在促进、社会和环境安全方面发挥着关键作用，因此，存在阻止外国直接投资这些部门的限制。重要的是，Budhwar（2001年）指出，印度禁止外国直接投资的部门包括原子能部门、铁路运输、军火和铅锌等某些矿产的开采。与此相一致，赛百味关于快餐业环境可持续性的提案和政策不应以任何方式违反该经济体不同部门的外国直接投资条例。
In addition to legal challenges, cultural differences also pose a significant challenge to Subway’s operations on the Indian market. Arguably, India has a rich culture that is intertwined not only with the way of life of its citizens but also with religion. On a positive, India has over the years built a culture that promotes innovativeness in its economy, and as such, its people are always seeking for ways to develop unique solutions to address their challenges (Som, 2008). In line with this, developing relationship with the local people could be beneficial to Subway in helping this restaurant to develop innovative solutions to help address sustainability issues in the fast food industry in this country. Apart from this, another cultural issue that Subway is likely to encounter in India is perception towards relationships. Notably, whereas Subway comes from a country with a culture that focused on honouring contractual agreements and closing the deal, India has a culture that emphasises on growing trust and developing long lasting relationships (Gupta & Bhaskar, 2016). This implies that for Subway to have any meaning impact in India, it needs to focus on developing long term relationship with different stakeholders in the Indian economy and society as a whole. Further, there is a growing emphasis on the use of Hindi as language in India. This means that Subway will either need to hire local expert or its expatriate employees will need to learn Hindi and seek to understand the Indian culture. In addition to this, Hindu is a dominant religion in India and as such, the understanding of this religion particularly with respects to customs and taboos as far as food is concerned is instrumental in Subway’s success on this market. For example, whereas there are customers who consumer beef products in this nation, a majority of them do not since they perceive cattle as sacred.
除了法律挑战外，文化差异也对赛百味在印度市场的运营构成重大挑战。可以说，印度有着丰富的文化，不仅与其公民的生活方式，而且与宗教交织在一起。从积极的角度来看，印度多年来建立了一种促进经济创新的文化，因此，印度人民一直在寻求开发独特解决方案的方法来应对挑战（Som，2008）。与此相一致，发展与当地人的关系可能有助于赛百味帮助这家餐厅开发创新解决方案，以帮助解决该国快餐业的可持续性问题。除此之外，Subway在印度可能遇到的另一个文化问题是对人际关系的看法。值得注意的是，虽然Subway来自一个注重履行合同协议和完成交易的，但印度的文化强调增加信任和发展长期关系（Gupta&Bhaskar，2016）。这意味着，地铁要在印度产生任何有意义的影响，就需要专注于与印度经济和社会的不同利益相关者发展长期关系。此外，印度越来越重视使用印地语作为语言。这意味着赛百味要么需要雇佣当地专家，要么其外籍员工需要学习印地语，并试图了解印度文化。除此之外，印度教在印度是一个占主导地位的宗教，因此，对印度教的理解，尤其是对饮食方面的习俗和禁忌的理解，有助于赛百味在这个市场上取得成功。例如，尽管这个有消费者消费牛肉产品，但大多数消费者并不这样做，因为他们认为牛是神圣的。
Subway’s strategy and competitive advantage 地铁战略与竞争优势
There are different strategies that Subway relies upon in its operations across the globe, which will play a critical role in helping this company achieve its objectives of addressing the problem of environmental sustainability in the fast food industry in India. One of the main strategies that have contributed to its success is embedded in its entry and expansion in different markets around the globe. Notably, Subway has managed to establish over 40,000 outlets across the globe mainly through franchising. In reference to Pluta-Olearnik (2011), all Subway outlets adhere to its policy on franchising and as such, issues over 3000 licences every year. Note that the successful use of franchising as a strategy is based on this company’s ability to form relationship with other entities on the market.
赛百味在其全球运营中依赖不同的战略，这些战略将在帮助该公司实现其解决印度快餐业环境可持续性问题的目标方面发挥关键作用。促成其成功的主要战略之一是其在全球不同市场的进入和扩张。值得注意的是，Subway主要通过特许经营在全球建立了40000多家分店。参照Pluta Olearnik（2011年），所有地铁营业点都遵守其特许经营政策，因此，每年颁发3000多个许可证。请注意，成功使用特许经营作为一种战略是基于该公司与市场上其他实体建立关系的能力。
Apart from franchising, Subway also relies on pricing strategy to enter, achieve and maintain leadership in a particular market. Arguably, this restaurant focuses on promoting low price foods among its customers. Notably, low pricing strategy is deeply embedded in its image to the point that this restaurant has been unable to introduce high cost foods on its menu (Pitta, 2010). As a result of this, Subway has opted to stick with the success of its low pricing approach on the market, thus enabling it to outshine its competitors. This restaurant’s pricing strategy is complemented by the fact that Subway is capable of offering personalised meals to its customers, thus satisfying the needs of their customers at affordable prices.
除了特许经营，赛百味还依靠定价策略进入、实现并保持在特定市场的领先地位。可以说，这家餐厅专注于在顾客中推广低价食品。值得注意的是，低价策略深深植根于其形象中，以至于这家餐厅无法在其菜单上引入高成本食品（Pitta，2010）。因此，赛百味选择了坚持其低价格的市场成功做法，从而使其在竞争中脱颖而出。这家餐厅的定价策略得到了Subway能够为其客户提供个性化餐饮这一事实的补充，从而以负担得起的价格满足客户的需求。