How can franchises face the emerging, constantly evolving Peruvian consumer, with brand guidelines set by parent companies designed for a global audience?

At that moment, I dared to speak up and respond to the question, excited by its complexity and motivated by the technical challenge posed by the questioner, Johan Vela…

Having worked in this industry for over 15 years, I’ve observed two key things.
There were some commercial locations and fast food restaurants, but they were mostly isolated elements that did not represent a significant evolution in consumption based on the modern retail paradigm.

Although we were experiencing economic improvements back then, it wasn’t accompanied by a gradual process of learning and development within society.

In other words, from being nomadic gatherers, we jumped straight to industrialized agriculture. As they say in colloquial language: “skipping steps.”

This phenomenon is further complicated by the self-configuration of the peripheral districts of the country’s main cities and their consumer dynamics.

The result of this equation—two variables (or maybe more)—is the obvious disarticulation of cultural, aesthetic, and experiential values of international brands. With a global discourse and rigid aesthetics, they show up to various self-suggested peripheral groups who are now economically squeezed.

To some extent, this phenomenon is mitigated by aspirational factors.

But soon, that won’t be the case, and international brands will have to adapt to specific Latin American contexts in the processes of globalization.

…Let’s not be surprised if, in the not-so-distant future…

We go to McDonald’s and find green rice with crispy chicken…