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Jollibee Foods
Corporation
International
Expansion
A Case Study
By
:
Contents
Executive Summary............................................................................................... 3
Problem Statement................................................................................................ 4
Human Resource Issues...................................................................................... 4
Operational management issues........................................................................ 4
Financial issues................................................................................................... 4
Marketing Issues................................................................................................. 5
Supporting Arguments........................................................................................... 5
Industry Analysis................................................................................................ 5
Fast food Industry............................................................................................ 5
Porters 5 forces model for JFC.................................................................................... 6
Firm Analysis....................................................................................................... 7
SWOT Analysis of JFC....................................................................................... 7
Alternative Strategies............................................................................................ 8
Choosing the right strategy................................................................................ 8
Existing strategy of Jollibee................................................................................ 9
Recommendations for Decision making................................................................. 9
Papua New Guinea.............................................................................................. 9
Hong Kong.......................................................................................................... 9
California............................................................................................................ 9
Implementation Plan.............................................................................................. 9
Human Resource revamp plan.......................................................................... 10
Operations revamp plan................................................................................... 10
Financial Revamp Plan...................................................................................... 11
Marketing Revamp plan.................................................................................... 11
References........................................................................................................... 11
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Executive Summary
Jollibee Food Corporation is a Filipino fast food retail chain that was started in
1975 and from then on the company was on an expansion trend. It capitalised
the changes in the political scenario in the country and thrived the competition
from global players like McDonalds. It went public in 1993 and has been pursuing
an aggressive global expansion strategy most of which backfired due to the
problems in strategies followed by the company.
The newly appointed International wing chief of the firm is facing the challenge
of making a prudent decision regarding three new opportunities that the firm has
in the offing, namely expansion to Papua New Guinea, Hong-Kong and California.
But before making a move in this direction, the company has to address all the
issues that have been prevalent in the organization for a long time owing to lack
of long term vision and overall integration of the organization strategies. The firm
has been functioning like two parallel organizations with no co-operation and
coordination between the international wing and the domestic wing which has
proved detrimental in various issues that the firm has been facing.
For crafting out an efficient direction for the firm, the four strategy model for
international expansion was analyzed and the firm was plugged in to the model
and it turned out that the present strategy of the firm is falling in a grey area
between the international strategy and localization strategy. Our suggestion is
that the firm should adopt a fully fledged transnational strategy so that it can
effectively reap the benefits of cost saving as well as local adaptation and there
by carving a global image for the firm that has impeccable operations, financial
and marketing strategy.
Also, we recommend the firm to go ahead and capture the opportunities in Papua
New Guinea as well as California and hold the fire for some time when it comes
to the expansion plans for Hong- Kong and look for expansion options in
Hongkong only when the prevailing management issues in Hongkong are sorted
out. Also, the implementation plan for revamping the operations of various
functions have been suggested in the main body of report.
Problem Statement
The newly appointed head of International division Mr Manolo .P. Tingzon is pondering into three key
opportunities that the firm Jollibee Food Corporation is having for further global expansion namely
Papua New Guinea, Hong Kong and California. For taking the above decisions the organisation has to
address various issues mentioned below under the various functional heads:
1. When Mr. Kitchner was as a change driver for international operations, he gave responsibility
of running day today activity of the store to an individual person for every store called FSM.
This lead to an incongruent strategy alignment between the parent company and franchises.
2. Menu card standardization was absent which essential in a global food chain to give customer
the same level of satisfaction no matter whichever store he steps in.
3. Research and development privilege was wholly vested with the parent company.
Financial issues
For the long term success of any firm, it is highly imperative to have a stable and prudent financial
management system. The focus should be on a strategy that takes the long term as well as shorter
objectives of the firm in tandem. As identified from the case, the following are the noteworthy
financial aspects of the firm:
1. Company revenues, net income, operating income, and royalties and franchise fees have
been increasing rapidly for the period under consideration.
2. Inventory turnover has improved showing an improvement in working capital management
over the years.
The aforementioned aspects have put the company in a better stead. But, there are a few other facets
that create concerns:
1. Accounts receivable as a proportion of Sales has increased over the years.
2. Long term debt outstanding has increased dramatically and the servicing of the same has
put a pressure on the solvency position of the company.
3. Cost of sales has increased over the years. This is a natural fact, but the alarming part is
that the growth in cost of sales has been much higher than the sales itself, putting a
pressure on the margins of the company.
4. The global expansion of the company has been extra-rapid and made in haste to capture
the market as a part of the plant the flag strategy. As evinced by the statement made by
TTC in late 1996, this has put a serious pressure on the financials of the firm and the firm
did not have the financial muscle like global giants to go for the loss-leadership strategy.
Thus the budget allocation and management was in a grey area.
Marketing Issues
1. Choosing which international markets to target first and decide on an optimal strategy to enter
these markets.
2. Identifying target segment in each country.
3. Choosing a core competency.
4. Deciding to what extent the standard menu can be modified to suit taste of local consumers.
Supporting Arguments
Industry Analysis
2. Each firm in the industry has a standard set of cuisine. The menu is limited and items are
cooked in bulk in advance, kept hot, finished, packaged to order, and available to take-out,
drive-thru, and dine-in.
3. Profitability is dependent on high consumer traffic, location of stores and tight operation
management.
4. Firms mostly operate through franchisees and expansions of critical mass is required to
achieve economies of scale
Strengths Weakness
Speed and timeliness of deliveries Lack on in-depth planning and
because of the locations of the research in the expansion to foreign
commissaries. markets.
Portfolio can serve various segments of Financial Constraints for expansions
the market and pass the winning Rift between international division
culture of Jollibee on the other business and Home division - no consensus
units. could be reached
Highly motivated and well-trained Lack of global brand recognition
personnel Good operations Beuracratic structure.lengthy
management process for approvals to be
sanctioned
High domestic market share
Over reliance on the Filipino
Quality consistence in terms of market ( targeting the expat
taste and availability strategy)
Responsiveness to competition
Innovative receipies e.g. rice
based meal
SWOT
Opportunities Threats
The potential for international Tough competition from from both
markets and the migration of Filipinos international companies and local
in certain countries. small-hold SMEs in the food industry.
Impart global culture by hiring non- Rapid expansion plan may backfire
phillipine managers Phillipine division might
locating commissaries in the same slow their implementation
country through joint ventures Increase in transportation costs and
could be a potential source of the prices of transported materials and
success for the company products.
Alternative Strategies
According to the grid below this would mean eliminating the international strategy and the global
strategy. Now analyzing the strategies which require standardization (provides cost benefits) and
differentiation, the transnational strategy is applied by large firms such as car manufacturers, they
have to adopt the cars to local wishes or they will not sell. The Multidomestic strategy often involves
having very different lines of products, yet there is no real cost pressure. Both strategies perfectly
align to Jollibees business model, so the four grid model is used for evaluation in the sense that
Jollibee is correctly placed in the vertical axis of the model.
On the horizontal axis Jollibee has two distinctly different moments. During the expansion plans to
become a multi domestic the company enjoys low responsiveness pressure because the target
segments are expats and Hispanic population. Once it is established the company is in need to adopt
the local taste buds so there is an increase in the responsiveness consideration. Since Jollibee needs to
maximize return on investment after establishment, it has to follow a transnational strategy to keep the
competition at the bay and tackle the competitive pressure.
The above diagram describes the four strategies which a firm needs to follow for international
expansion depending upon the market requirements, pressure from competitors, firm specific
motivation driven by firms core competencies. The proponents of the model have suggested that the
strategy of a firm should evolve over time among these four strategies to be in better stead in facing
global competition.
Existing strategy of Jollibee
Jollibee entering the markets without any clear cut idea, since Mr. Kitchner strongly believe in
gaining the first mover advantage, Jollibee is expanding into the markets where the competitors little
are no presence, to plant the flag without any long term perspectives. The companys strategy can
be more identified with the international strategy where the locus of power lies with the parent
company in the Philippines. With much of happening in the international arena too. After Kitchners
got hired, he encouraged localization by separating international business completely from the
domestic ones.
Hong Kong
Currently all the three stores established in Hongkong are facing lot of management issues as
mentioned in the problem statement hence it is required that first this management issues
must be sorted out rather than putting additional resources in expansion plans.
California
California expansion seems to be the good option for several reasons. United States is the
largest fast food market in the world. They discovered from their outlets in Guam that there
were many elements of their restaurants that appealed to Americans. They have a large and
diverse population who like experimenting food of different culture. They also had great
support from Filipino-Americans. So, the company has to start with focusing on both the
Filipinos as well as local people and design the menu that would help maintaining the brand
identity along with catering to the local interests. To put it simple and straight, Company
needs to adapt a trans-national strategy.
Implementation Plan
It is the very evident that transnationational is the only way forward for jollibee, When going for
multidomestic as a strategy only a certain amount of flexibility and autonomy be provided to partners.
This becomes more of an arms length dealing, trust was lacking in the relationships. A holistic co
ordination is required to transfer core competencies or to pursue experience curves and location
economies. Which is possible only in a transnationational entity. This smooth transition can be
enabled by inter unit co operation, decentralizing the organizational structure and following a
geocentric approach. Also to implement this strategy and carry out expansions following schemes of
actions must be taken in various functional departments.
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Financial Revamp Plan
Slow down the global expansion to sustainable levels. This means that the international wing
should slow down a bit and the domestic wing should buck up a bit so that the entire
organization can move ahead together. The financial management should be done effectively
so as to provide enough budgets for the R&D and associated activities that are needed for the
global expansion.
Also sufficient funds should be made available for the marketing and positioning activities for
these are highly imperative in creating an identity for the firm and thereby helping in capture
the market.
Opening multiple stores at the same time will hurt the bottom line and will increase debt.
Even for a global giant like McDonalds, it took 20 years for their international operations to
account for 50% of total sales. Also, they must reduce cost of sales. This can be done by
devising a proper strategy of global expansion that can reduce cost and bring in economies of
scale.
Also the relations with franchisees and other associates should be clearly defined and the
degree of control of the financials should be clearly defined to avoid future confusions. The
ramifications of poor relations are clear in the closing down of many franchisees abroad.
References
International Business, By Charles W L Hill and Arun K jain (McGraw
th
Hill Companies), 6 Edition
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