Jollibee

Jollibee is the largest fast food chain in the Philippines, operating a nationwide network of over 750 stores. A dominant market leader in the Philippines, Jollibee enjoys the lion’s share of the local market that is more than all the other multinational brands combined. The company has also embarked on an aggressive international expansion plan in the USA, Vietnam, Hong Kong, Saudi Arabia, Qatar and Brunei, firmly establishing itself as a growing international QSR player.
A company that values family
Jollibee was founded by Tony Tan and his family with its humble beginnings as an Ice Cream Parlor which later grew into an emerging global brand. At the heart of its success is a family-oriented approach to personnel management, making Jollibee one of the most admired employers in the region with an Employer of the Year Award from the Personnel Management Association of the Philippines, Best Employer in the Philippines Award from Hewitt Associated and a Top 20 Employer in Asia citation from the Asian Wall Street Journal.
Aside from promoting a family oriented work environment, the brand’s values also reflect on their advertising and marketing. Jollibee knows their target audience very well: the traditional family and all communication materials focus on the importance of family values, making Jollibee the number one family fast food chain in the Philippines and a growing international QSR player.
A Well-Loved Brand
Customer satisfaction has always been key to Jollibee’s success. Never losing sight of its goals, Jollibee has grown to be one of the most recognized and highly preferred brands in the Philippines. Now the market leader among fast food chains in the Philippines, claiming a market share that totals to more than half of the entire industry.
Great tasting products and quality systems
Jollibee’s growth is due to its delicious menu line-up – like its superior-tasting Chickenjoy, mouth-watering Yumburger and Champ hamburger, and deliciously satisfying Jollibee Spaghetti -ably complemented with creative marketing programs, and efficient manufacturing and logistics facilities. It is made possible by well-trained teams that work in a culture of integrity and humility, fun and family-like. Every Jollibee outlet welcomes customers with a clean and warm in-store environment and friendly and efficient service.
And it is this tried and tested formula of delivering great-tasting food, adherence to world class operating standards and the universal appeal of the family values the brand represents that are driving the expansion of Jollibee both locally and in the overseas market.
Widest store network in the Philippines and an emerging global player
Jollibee is the largest fast food chain in the Philippines, operating a nationwide network of more than 750 stores. A dominant market leader in the Philippines, Jollibee enjoys the lion’s share of the local market that is more than all the other multinational brands combined. The company has also embarked on an aggressive international expansion plan, and currently has 80 stores outside the Philippines-USA (26), Vietnam (32), Brunei (11), Jeddah (7), Qatar, Hong Kong, and Kuwait (1 each), firmly establishing itself as a growing international QSR player.
Click on the link for the list of stores
Philippines
International
A Triumph for and of the Filipino and a source of Filipino pride.
Jollibee dedicated its continuous success to the Filipinos who have been there from the very start.
Jollibee is so well-loved everytime a new store opens, especially overseas, Filipinos always form long lines to the store. It is more than home for them. It is a stronghold of heritage and monument of Filipino pride.
Values
Customer Focus
Excellence
Respect for the Individual
Teamwork
Spirit of Family and Fun
Humility to Listen and Learn
Honesty and Integrity
Frugality
Mission
To serve great tasting food, bringing the joy of eating to everyone.
FSC Standards
Jollibee’s phenomenal growth owes much to its strict and committed adherence to high standards as symbolized by “F.S.C.”: Food (F) served to the public must meet the company’s excellence standards or it will not be served at all; the Service (S) must be fast and courteous; and Cleanliness (C), from kitchen to utensils, must always be maintained. Jollibee is proud of its employees who carry out their jobs.
Jollibee recognizes them by providing the highest compensation and benefits packages in the fastfood industry, and modern and comprehensive training programs. Managers are regularly updated on the latest store operations systems, people-oriented management skills, among others. Service crews are trained on various store stations and food-service innovations. Jollibee also offers career opportunities for qualified and exceptional crew members to further their food-service careers as managers.
Store operations are ably supported by professionals who are experts in Marketing, Computer Management and Engineering.
The Commisary
Thanks to the Jollibee Commissary System, ensuring the manufacture and distribution of safe and high- quality food in the most cost-efficient manner is made possible.
There are three Commissary System sites: Santolan, Pasig City; Mandaue City, Cebu; and the central site in Canlubang, Laguna. The System, which operates 24/7, manages Jollibee’s total supply chain process.
The Jollibee Pasig City commissary has production lines for breads and sauces, and is the distribution center for North Manila and North Luzon. In 1996, Jollibee opened the Vismin Foods Corporation (VFC) in Mandaue City, Cebu to service the Visayas and Mindanao areas. VFC has its own bread, pie, sauce, and frozen patty lines.
The Laguna commissary is the biggest and most advanced in the country and among Asia’s best. Operated by Zenith Foods Corporation (ZFC), a full subsidiary of Jollibee, the newest commissary is on a 6-hectare property in the Calmelray Industrial Park. Aided by custom-made mechanized equipment, the production lines are for the marinated Chicken Joy, frozen patties and pies, breads, sauces, hotdogs and other meat products, and dry blended goods. ZFC can service over 800 Jollibee and Greenwich stores.
The chicken marination line can produce as many as 150,000 pieces a day while about 480,000 hamburger patties a day is turned out by the frozen patty line. The breadline is designed to match the volume output of patties, i.e. also about 480,000 pieces a day. The pie line can produce as much as 157,000 pocket pies in a 20-hour operating day. Currently, pies are exported to Jollibee stores in Hong Kong, Guam, Saipan, Brunei, and the USA. Various sauce products are processed in the ZFC sauceline including those for the Jollibee bestsellers, spaghetti and palabok.
A professionally staffed Technical Services Team supports the maintenance of an internationally accepted quality management system that further ensures the quality and safety of the commissary manufactured food products. High caliber teams from Engineering, Human Resources, Information Management, Finance and Accounting likewise provide support to the Manufacturing and Logistics operations of the Commissary.
Proof of Jollibee’s adherence to high quality standards is the various awards it garnered for the commissaries: in 1997, the commissary in Pasig earned the Outstanding Industrial Plant in the National Capital Region from the Laguna Lake Development Authority and the Most Improved Industry awarded by the Sagip Pasig Movement while Commissary Plant Engineer Romy P. Fernandez was awarded as one of the Top Ten Most Outstanding Pollution Control Officers of the Philippines.
In 1998 also, the frozen patty line in the Pasig commissary was awarded an ISO 9002 certification by the SGS (Societe’ Generale Surveillance) Yarsely, an international certification body. 2004 is a banner year for Vismin Foods Corporation (VFC) who has been assessed and certified by the National Meat Inspection Commission of the Department of Agriculture, to have fully met the requirements and standards of Good Manufacturing Practice, reinforcing the commissary’s “AAA” accreditation granted by the same agency.
Milestones / History
1975
Mr. Tony Tan and his family opens a Magnolia Ice cream parlor at Cubao. This is later to become the 1st Jollibee Outlet.
1978
Bakery is established in Cubao.
Jollibee posts 1st year sales of P2 million
Jollibee incorporates as a 100% Filipino-owned company, with seven Jollibee fast- food restaurants within Metro Manila as initial network and the Yumburger as flagship product.
1979
Spaghetti Special is introduced
1st Franchise owned store opens at Ronquillo Sta. Cruz.
1980
Jollibee launches its 1st TV commercial.
Jollibee Chickenjoy and French Fries are launched.
The well-loved Jollibee mascot is conceived to support brand awareness and identity efforts. Other mascots are later introduced.
Jollibee launches Chickenjoy, which becomes one of its best-selling menu items.
1981
Jollibee Foods Corporation enters list of Top 1000 Corporations.
Jollibee ended the year with 10 stores
1982
Jollibee pioneers the use of in-store promotions, novelty premium items and Kiddie Birthday packages for kids.
Palabok Fiesta is introduced.
Jollibee Langhap Sarap TV ad 1983
The Langhap-Sarap TV ad Campaign is launched.
Chickee and Lady Moo join the Jollibee mascots
The Champ hamburger 1984
Champ hamburger is launched.
Jollibee enters list of Top 500 Corporations and assumes market leadership in local fast food industry.
Mascots Champ and Hetty join the Jollibee family.
WEA gives Jollibee Gold record award for the outstanding sales of Jollibee songs.
1985
Jollibee becomes the market leader of the fastfood industry.
Breakfast Joys are introduced.
Langhap-Sarap awarded most effective ad campaign in the food category during the 9th Philippine Advertising Congress.
1986
Jollibee wins the 9th International Foods Award from El Comestible in Barcelona, Spain.
Tony Tan wins the Agora Award for entrepreneurship given by the Philippine Marketing Association.
Top 250 Corporation list include Jollibee Foods Corporation.
Jollibee opens its 1st international store in Taiwan
Jollibee adds Chunky Chicken Sandwich in its menu.
Jollibee – No. 1 again in ’87 1987
2nd Taiwan store opens.
Sales of 570 million pushes Jollibee into the elite Top 100 Corporations.
Jollibee opens 1st fast food outlet in Brunei, marking its entry into the global market.
1988
Jolly Twirls softserve is successfully launched.
Jollibee system wide sales hit P921 million, further leading market share of 31% in the fast food industry and a dominant 57% share in the hamburger segment.
Jollibee celebrates 10th year anniversary.
Tony Tan is named one of the Ten Outstanding Manilans.
Jollibee wins the Anvil Award for outstanding PR campaign in relation to the achievement of marketing objective with its Filipino Talents campaign.
1989
2nd Brunei store opens.
Balut and Ligaw TV commercials wins the Kidlat Award in the Service and Leisure Products category during the 11th Philippine Ad Congress.
Jollibee sales hit P1.3 billion marks, first fast food chain to surpass billion-peso sales mark.
1990
Jollibee adds coleslaw, Jolly Hotdog, Chickenjoy Take-Me-Out and Peach mango Pie to its ever-growing menu.
Jollibee post sales of P1.8 billion.
Tony Tan is awarded the Triple Award by AIM as Outstanding AIM Alumnus.
Jollibee receives the Excellence in Marketing Management Award from the Asian Institute of Management.
1991
Jollibee’s 100th store opens in Davao City.
Jollibee opens a record high of 35 new stores.
Opens 1st store outside Luzon in Cagayan de Oro City.
Jollibee launches its Pancakes and Jolly Meals.
Jollibee sales hit a whopping P2.65 billion.
The Lola TV commercial wins the Grand Araw Award and an award of excellence for the promotion of Filipino Values during the Philippine Ad Congress.
Jollibee receives award for the outstanding Corporate Safety Consciousness Programs by the Safety Organization of the Philippines (SOP).
1992
Jollibee sales hit the P3.365 billion.
Started using frozen patties for its popular hamburgers.
Improved softserve ice cream line by offering fruit flavored ice cream.
Acquired 73% if the Hamburger segment.
Opened another store in Jakarta, totaling to 2 stores in Indonesia.
Jollibee have 112 stores nationwide.
Maintained its advantage over its competitors by acquiring more than 50% share of the fast food industry.
1993
July 13, JFC was listed in the Philippine Stocks Exchange with an initial offering of P9.00 per share.
October 1993, JFC share are being sold for P20.00, a windfall or more than 135%.
Improved softserve ice cream line by offering fruit flavored ice cream.
Marketing launched its At Home Ako sa Jollibee ad campaign, focusing on Jollibee’s loyal customers.
Introduced the Kiddie Pack Promo.
Moved to Jollibee Centre Building in Ortigas Center, Pasig, the new Main Office site.
1993
148 Jollibee stores nationwide by the year end.
Jollibee expands into the pizza-pasta segment with the acquisition of Greenwich Pizza Corporation.
Jollibee is cited as on of the leading companies in Asia by the Far Eastern Economic Review.
1995
Jollibee acquires franchise of Delifrance.
20 more stores opened in the Philippines,bringing the total to 168.
Jollibee successfully opens stores abroad: Guam, Dubai, United Arab Emirates, Kuwait, and Jeddah, and Kingdom of Saudi Arabia.
1996
Jollibee opens its 200th store in Malolos, Bulacan.
Jollibee is cited again as on of the leading companies in Asia by the Far Eastern Economic Review.
The company reengineers its visual identity system.
Jollibee system wide sales increased to P8.29 billion which translates to a market share of more than 50% among all hamburger fast food chains.
Jollibee had 208 stores nationwide.
July 10: Mary’s Chicken was born; a semi-self service restaurant and another Jollibee subsidiary.
The company reengineers its visual identity system.
Amazing Aloha was launched.
1st Jollibee store in Hong Kong opens.
Jollibee launched various projects, such as Maaga ang Pasko sa Jollibee and Chikiting Patrol: at Home Ako Dito. These projects’ main objective was to protect and contribute to the development of the Filipino children.
1997
System wide sales increased to P11.17 billion.
Jollibee International opened Jollibee Xiamen located in the People’s Republic of China.
Jollibee launched “Kaya mo Kid” project which aims to instill positive values, which helps children achieve their dreams and ambitions.
1998
Jollibee opens in Daly City.
The company celebrates its 20th year anniversary.
Opened 62 stores nationwide, bringing the total to 300 stores.
Jollibee opens its 300th store in Balagtas, Bulacan.
Jollibee receives the ISO 9002 Certification for its frozen patty line.
Jollibee wins the Employer of the Year Award.
1999
Opened 50 stores nation-wide; total of 350 stores.
Introduced the Cheezy Bacon Mushroom Burger to its line of specialty burgers.
Far Eastern Economic Review cites Jollibee as the Philippines’ leading business corporation.
2000
31 more Jollibee stores opened, bringing the total to 381 stores.
Jollibee acquires Chowking Foods Corporation.
For the 3rd straight year, Far Eastern Economic Review ranked Jollibee as the Philippines’ leading company.
Asian Business Magazine ranks Jollibee as the Most Admired Company in the Philippines and the 3rd over-all in Asia, surpassed only by global giants General Electric and Microsoft.
Systemwide sales reach P20 billion.
2001
Jollibee opens its 400th store in Intramuros.
System wide sales rose to 18.8% to 24.11 billion. Income, before non-recurring charges, to P959 million. Network expanded to 800 restaurants.
2002
Revenues neared the P27-billion mark. Number of stores exceeded 900.
Tony Tan made MAP “Management Man of the Year”.
2003
Jollibee store count closed to 988 stores nationwide.
For the sixth straight year, the Far Eastern Economic Review ranked JFC as the Philippines’ Leading Company.
Jollibee celebrates its 25th year.
2004
The Chairman and Chief Executive Officer of the company, Mr. Tony Tan Caktiong was named the Ernst and Young’s 2004 World Entrepreneur of the Year.
Jollibee opens its 500th store in Basilan.
Jollibee inaugurates its biggest and most modern commissary in Camelray Industrial Park in Canlubang, Laguna with PGMA as guest of honor.
2005
TTC named World Entrepreneur of the Year by Ernst and Young.
2006
ETM receives Corporate Citizen Award of the year from CNBC Asian Business Leaders Awards.
2007
Jollibee opens 600th store in Aparri, Cagayan Jollibee opens Las Vegas outle.
2008
Jollibee launches Jollitown, the first children’s TV show in the country to be produced by a fastfood chain.
TTC and ETM are featured by BBC and CNBC Managing Asia, respectively.
JOLLIBEE marks 30th anniversary.
JOLLIBEE bested some of Asia Pacific’s biggest multinationals as it bagged the FMCG and F & B Asia Pacific Supply Chain Excellence Award at the SCM Logistics Excellence Award held in Singapore.
Zenith Foods Corporation, the commissary plant of JFC, was adjudged the National winner of Meat Processing Plant AAA category in the search for Best Meat Establishment of the National Meat Inspection Service.
Jollibee strengthens US network with the opening of three new stores.
JOLLIBEE wins Award of Excellence in Philippine Quill Awards for Media Relations Program(30th anniversary campaign).
JOLLIBEE bags CMMA and three Araw Values Award.
Jollibee stages first ever holiday musical special for children dubbed “A Magical Christmas at Jollitown”.
Jollibee and the Jollibee Franchisees Association launched the 30th anniversary special novelty offering – Hug and Share Doll. Proceeds of the sales will all be donated to charity.
Biggest and grandest MaAga ang Pasko caps off Jollibee’s 30th anniversary. Total of more than 117,000 toys and books collected were the highest ever in the campaign’s 14-year history.
THE JOLLIBEE GROUP OF COMPANIES
Jollibee 3rd Quarter Sales Up 13%, Profit Rises by 15.9%
Metro Manila, Philippines, November 14, 2013 - Jollibee Foods Corporation (PSE:JFC) – Results for the quarter ended September 30, 2013.
The following are the highlights of JFC’s results of operations for the quarter ended September 30, 2013:
Financial Summary
Quarter 3
Ended September 30
Year to Date
Ended December 31

2013
2012
% Change
2013
2012
% Change
System Wide Retail Sales
25,320
22,416
13.0%
75,223
66,918
12.4%
Revenues
19,766
17,324
14.1%
57,834
51,500
12.3%
Net Operating Income
1,209
1,067
13.3%
3,935
3,018
30.4%
Net Income
1,038
886
17.1%
3,139
2,506
25.2%
Net Income Attributable to Equity Holders of the Parent Company
1,019
879
15.9%
3,124
2,466
26.7%
Earnings per Common Share – Basic
0.970
0.841
15.3%
2.979
2.367
25.8%
Earnings per Common Share – Diluted
0.965
0.837
15.3%
2.940
2.342
25.5%
*Amounts In PhP Millions, except % change and Per Share data.
Jollibee Foods Corporation, the country’s largest food service company generated in the third quarter of 2013 System Wide Sales of Php 25.3 billion, 13% higher than the sales in the same period in 2012. Sales for the first nine months of the year grew by 12.4% compared to that same period in 2013. System Wide Sales is a measure of all sales to consumers both from company owned and franchise stores.
1978-1980

1980-2009

Launched in 1980, the logo was the longest-lived logo of Jollibee, consisting of Jollibee's face, a burger shape, a box, and a straightened Jollibee text. The logo continued to be used even during the advent of Jollibee's 1998 logo. The logo was used for store design until the early 2000s, and was used in packaging and commercials until 1998. The logo remained in use as the text was featured in the trays of the restaurant until 2009. Also, the logo remained in use as the full logo (with Jollibee's face in a box and the text below) on the Jollibee USA website until the website officialy opened in 2009, marking the logo's total discontinuation.
1998-2011

In 1998, to coincide with Jollibee's 20th anniversary and the advancement of the new millennium, Jollibee revamped its store design and unveiled a new logo, consisting of a rounded Jollibee text in a VAG Rounded-style text, and a better version of Jollibee's face, dropping the burger shape and the box that once enclosed the symbol. Also, Jollibee's face was moved from the center to the right and was slightly rotated. The logo was used in packaging and commercials until 2011, and can still be found in restaurants that have not yet used the present logo and underwent renovation yet. The logo affected the Jollibee mascot, because in coincidation with this, the Jollibee mascot was given a full makeover, sporting a better face and better clothing.
2011-present

The logo is just the same, but the only things that were new was the modified head of Jollibee and a slight modification to the text (which included a modification of the b and the reserved logo turned from subscript to superscript). The logo was not universally adopted until late 2011, when a fraction of Jollibee's branches underwent renovation and a number of new stores with new designs sporting the new logo opened. The logo also affected the Jollibee mascot, resulting in the animated 2D Jollibee mascot sporting a new face that is exactly like the logo.
The logo was launched in 2011, originally with two red rounded trapezoids, colored in red and yellow, which later became a new basis for Jollibee's signage (Jollibee's signage logo only contained the red trapezoid, the text, and the symbol, and is still used to this day). That variant was dropped in 2012, leaving the symbol and text to stand out on their own.

Executive Summary
The case gives an idea about how the competition influenced Jollibee's strategy, both domestic and international. Jollibee ,which was a Filipino chain of restaurants, was forced to change their strategy with the entry of McDonalds in Philippines, which later transformed the company into a global company .The company faced serious challenges with their international exposure. The challenges included the conflicts with franchisees/Joint venture and conflicts between divisions. Another issue that the company faced was the entry into Papa New Guinea, United States of America and expansion plans in Hong Kong. The company has to consider the financial instability it faces while considering their plans. In the analysis we have tried to cover the effectiveness of strategies adopted by Mr Tony Kitchner (Former International Division head).
This case analysis report deals with, firstly the key management challenges faced by the company, followed by some supporting arguments. In the management issues, the report focuses into the conflicting areas or the need to establish a greater cooperation and coordination between the Domestic and International divisions.
Then, the recommendations regarding what should the company do differently in each of its department like in Marketing, HR, Finance or Operations, to succeed in its plans of global expansion. Finally, the feasibility of the three decisions that the new management has taken is also discussed.
We have also tried to analyse the dilemma faced by Mr. Tingzon regarding the opportunities of international expansions to Papa New Guinea, Hong Kong and USA.
Jollibee Foods Corporation- International Expansion: Case Analysis
a. Industry Analysis
A fast food restaurant or Rapid Service Eatery (RSE) has the following 3 characteristics.
1. It is characterized by its fast food cuisine and nominal table service.
2. It offers limited menu, cooked in bulk in advance, kept hot, finished, packaged to order, and available to take-out, drive-thru, and dine-in.
3. It is usually a part of a chain or franchise operation, which supplies standardized ingredients and/or partially prepared foods and provisions to each restaurant through controlled supply channels.
McDonald's is one of the most famous RSE in the world. McDonald's became No.1 in every country of more than 100 countries in the world except Philippines where JFC has been overwhelming strength against McDonald's.
JFC was founded by Chinese-Filipino Mr. Tony Tan Caktiong (TTC) as the ice-cream parlor at Cubao City in 1975. Gradually, it grew up to a reasonably large fast food chain in Philippines.
Further, JFC started scouting avenues for expansion internationally. Thus it opened its franchises in countries like U.S.A., Brunei, Hong Kong, Guam, Middle East, etc.
Assuming, Mc Donald's was the chief competitor of JFC in Philippines we have made an analysis of the strategies adopted by both the organizations.
In order to analyze the strategy, we have utilized the following two tools.
a) Four-Tier Structure of Market
b) Type of Glocalization
A. FOUR-TIER STRUCTURE OF MARKET
Khanna & Palepu (2006) introduced the Four-Tiered Structure of Market. They insisted that most product markets comprise four distinct tires: global, glocal, local, and regional.
In Global segment, products of global quality with global features at global prices are offered. In Glocal segment, products of global quality with local features (and local soul) at less than global prices are offered. In local segment, local products with local features at local prices are offered.
B. TYPE OF GLOCALIZATION
As objectives of glocalization can be product/service and business model, there are two types of glocalization.
 Product/service glocalization
 Business model glocalization.
The following charts give an overview of strategies adopted by JFC and Mc Donald's.
a. Porter's competitive strategies Model
b. Type of Glocalization (Products/Services vs. Business Model)
b. Firm Analysis
SWOT ANALYSIS OF JFC:
STRENGTHS
WEAKNESSES
a. Jollibee was a regional industry leader that had experienced professionals as chief executives of the organization.
b. Proven past performance made dealings with prospective partners easier.
c. Wide variety of products offered in diverse markets.
a. Lacked more effective marketing skills as growth revenues decreased.
b. Lack on in-depth planning and research in the expansion to foreign markets.
c. Poor co-ordination between the national and international units.
OPPORTUNITIES THREATS
a. The promising nature of international markets and also the available potential due to the migration of Filipinos in certain countries.
b. Being an agricultural country, full integration in sourcing raw materials could be done.
c. For international markets, locating commissaries in the same country through joint ventures could be a potential source of success for the company. Jollibee could facilitate the technology provision while the partner could formulate the appropriate modus operandi to sell in the foreign market.
d. For the local market, an increase in the number of commissaries could easily reduce the transportation costs and the duration of shipments. This would allow the company to concentrate on the quality of products.
a. Competition from both international companies and other local eateries.
b. Political instability in the country threatened JFC as it could hamper the opportunities to convince international investors and country leaders to allow a JFC entry in their country.
c. Driving Forces
Analysis of Tony Kitchner's Strategy
a. Marketing Perspective
Jollibee was able to attain a competitive advantage in Philippines over McDonald's by doing following things:
• First mover advantage - Jollibee was the first to enter the market.
Analysis of Tony Kitchner's Strategy
In 1994 Tony Kitchner was hired to head the International Division. He was successful over his three years. He was successful in creating wealth and increasing the presence in countries that had less or no competition. During his time the total number of stores increased 65% to 205 from the end of 1993 to the end of 1996. Moreover the total sales increased over 94.5% over the same period These increases are dramatic. Very few companies can experience rapid growth like this. He always had the idea to be the first -mover into untapped markets as he believed that although you may incur losses in the initial years, which can be cross subsidized from Philippines operation, the company will be able to restrict the entry of its competitors. But these do not show the whole picture of his strategy implementation. There were instances of shutdown of stores due to mounting losses .The chaotic strategy of investments unsupported by proper research failed costly for the company. His strategy of targeting expats had the risk of targeting a narrow segment. The lifestyle, tastes and preferences of the expats was also not considered during international expansion.
a. Marketing Perspective
Jollibee was able to attain a competitive advantage in Philippines over McDonald's by doing following things:
• Jollibee was the first to enter the market.
• Retaining tight control over operations management, which
• Allowing it to price below its competitor.
• Having the flexibility to cater to the tastes of its local consumers.
As Jollibee entered international markets, it faced new challenges. The fast food industry is highly competitive and price wars and marketing innovations are seen frequently. The rivalry is also centered on the key success factors of the industry, which are good food, good, service and reasonable pricing. Rivals are somewhat equal in capabilities and opportunities, thus making the competition stiffer. Internationally well-established players like KFC and McDonalds had high brand values that Jollibee found difficult to compete with. The threat of substitute products is considerable. Local street food and high-end restaurants form two ends of a range of substitutes. Potential entrants face entry barriers that will hinder them from entering the industry. These are the inability to gain access to technology and specialized know-how, brand preference and customer loyalty, capital requirements, economies of scale, and strategically situated distribution channels.
Tony Kitchner was hired to build the global Jollibee brand with the dual goals of positioning Jollibee as an attractive partner, while generating resources for expansion. In order to become one of the "top 10 fast food brands in the world," Kitchner implemented a two-part international strategy which comprised of "targeting expats" and "planting the flag."
1. TARGETING EXPATS
Kitchner's idea of "targeting expats" allows the company to ease its transition into an unfamiliar market. Although there is the risk of targeting too narrow of a segment, Jollibee's success in the niche market would allow it generate momentum for the company's expansion. The concentrated marketing campaign allows the company to generate stable revenues that can be used to support Jollibee's entry into other segments, while the popularity amongst expats could generate publicity and attract walk-in traffic from non-Filipinos.
Recommendation:
"Targeting expats" will only lead Jollibee to become a global brand if:
a. Jollibee correctly targets expats who have a need and want for the product and thus avoid repeating its mistake in the Middle East.
b. The company continues to build its competitive advantage through learning and by appealing to a broader audience.
2. PLANT THE FLAG
On the other hand, Kitchner's decision to "plant the flag" reflected a desire to build an empire under his leadership, rather than a strategically sound decision for the firm. Although Kitchner hoped to leverage Jollibee's competitive advantage by entering new geographic market, his rapid expansion strategy was unfocused and poorly executed. Kitchner also neglected to consider the large transaction costs associated with establishing markets in new countries. Kitchner's desire to be first-mover in a number of small, undeveloped markets would not have brought the prestige needed to win the firm better partners. "Planting the flag" only showed that Jollibee knew how to repeat its success.
Recommendation
Market research prior to entering new markets will help in avoiding the unprofitable ventures as in the Middle East. In order to compete on the level with multinationals, rather than just being a first mover, Jollibee would have to take its performance to the next step and prove that it could continue to build its competitive advantage.
b. Financial Management Perspective
Jollibee's sales, net income, operating income, and royalties and franchise fees has been increasing rapidly for the period under study. The total number of stores increased 65% to 205 from the end of 1993 to the end of 1996. By 1996, sales had increased to 8.57 billion which translates to a market share of more than 50% among all hamburger fast food chains. Total assets increased over 230% in the same period. Moreover operating income increased about 114% while net income increased over 100% during the same period. These increases are dramatic. Significantly Inventory decreased from about 11.5% in 1992 to just 7.5% in 96. This implies that less of the current assets were tied up inventory. During the same period the trade accounts receivables has increased from 8.4% in 1992 to 12.7% in 1996. Jollibee was able to compensate for this increase by corresponding increase in sales and hence this need not be a cause of concern.
On the other hand, all is not well with the financials of Jollibee. There was 28.9 million pesos of long-term debt outstanding at the end of year 1996. Cost of sales has increased each year with an increase of about 46% from the end of 95 to the end of 96. But during this same period, total sales only increased about 28.7%. This escalation in the cost of sales must be brought under control
Accounts payable and accrued expenses increased by about 156% from 94 to 96. In addition, earnings per share decreased 19% to 0.68 pesos per share from 94 to 96. Jollibee has debt and some financial instability; however it is not something they can't overcome. They have 24 stores in foreign countries, which account for roughly $9 million in sales. This is an encouraging sign as far as Jollibee is concerned and they will be able to pay off their debts and loans.
One thing they should consider doing is slowing down expansion. Jollibee should consider opening a store and giving it time to grow and turn a profit before it finances the opening of a new store. Opening new stores requires a lot of financing. They must study markets to determine a location, buy furniture, purchase kitchen appliances, and train new managers and employees. Opening multiple stores at the same time will hurt the bottom line and will increase debt. It took McDonald's 20 years for their international operations to account for 50% of total sales. Also, they must reduce cost of sales. During the period under study the cost of sales has increased at a faster pace than the sales increase, which is not acceptable.
The company has good internal financial resources but a certain code should be maintained in the relationship with the franchisee. Also, the allocation of the financial resources needs to be done wisely and judiciously. This is where there has to be collaboration between the marketing and finance department. The feasibility (financial) of opening up a new store needs to be studied before going ahead with the decision.
c. Operations Management Perspective
From the very beginning Jollibee Foods Corporation had focused on delivering quality food and service at an affordable cost to the customers. This had been possible only due to excellent operational control.
They enjoyed a dominant position in the fast food market in Philippines until McDonalds entered the market. To take on McDonalds, they focused on their main asset, their knowledge of taste and preferences of the local population. This strategy paid off initially but slowly McDonalds caught up. To maintain their market share and counter the growing popularity of McDonalds Big Mac sandwich they came up with their USP, a large hamburger named Champ which contained a wide hamburger patty as against Big Mac which had two small patties.
Once Jollibee Food Corporation was well established in Philippines, TTC's decision to expand overseas was a good bet. But due to their inexperience and wrong choice of partners they suffered losses in their initial foreign ventures. In Singapore there were too many partners thus hindering smooth operation.
In Taiwan there were disputes over management of local operations. In a franchise arrangement standardisation of operations is the most essential factor. But in this case the local partner was objecting to the presence of company employees.
ISSUES- HIRING OF AN OUTSIDER:
Hiring a professional as Vice President of international operations was a wise decision. But he did not get adequate support from the company management to implement his ideas.
Going in for franchising was a good decision because they lacked huge resources to open and run their own stores everywhere. Kitchner implemented a good strategy of assigning the responsibility of opening of new stores to a Franchise Service Manager. Thus FSM became the point of contact between the local partner and the company. This helped avoid disputes of management of local stores. FSM was also responsible to send the weekly data of store sale to the company. This helped them to monitor the performance of each of their stores.
But as the international operations grew, disputes arose between the parent company and international operations on various issues such as varying the menu according to local taste, company logo etc.
RECOMMENDATIONS:
• International operations should be completely separated from domestic ones.
• Strategy of varying the menu to local taste should be implemented.
• Smooth supply chain management system should be put in place to increase efficiency and productivity.
• In case of expanding the menu, economies of scale and operational efficiency should be kept in mind.
• Some items which increase inefficiency should be removed from the menu.
d. HR Perspective
Regardless of location or culture, effective customer brand loyalty can be developed through human resource departments and the company's personnel. The most significant difference between domestic and international human resource management (HRM) seems to be that with domestic HRM there is a common standard practice that most companies are familiar with, whereas with international HRM, there are a variety of different laws and business practices that international companies have to consider. The similarities between these two types of HRM can be found on a more practical level of managing employees. Both serve to fulfil the goals, needs of employees, and to ensure that they have the necessary resources to successfully complete their duties.
The first step to successful International HRM is an understanding of cultural differences and developing appropriate means of addressing these differences
Jollibee ensures that it provides top-notch services in all its outlets. Jollibee's success can also be attributed to its organizational culture depicted through "fun and friendly environment". Through stringent recruitment and selection procedures, Jollibee ensures a service-oriented staff to man its outlets. Willing to pay above-average compensation, Jollibee ensures loyalty among its staff members and this translates into better service performance and dedication toward serving the customers. Training programs equip its staff with the necessary skills needed to better perform their tasks. By hiring professionals to devise strategies for its store operations, Jollibee is able to create a working environment that boosts high standards of professionalism and service excellence.
However, there are other problems that Jollibee faces in the international expansion of its business. Thus we have analysed the case under the following heads:
1. Polycentrism at Jollibee
2. Tony Kitchner's Kafkaesque Desires
1. POLYCENTRISM AT JOLLIBEE
The Jollibee Corporation follows the polycentric approach in partnerships. A polycentric approach recruits host country nationals to manage subsidiaries while parent country nationals occupy key positions at corporate headquarters. The Jollibee corp. has taken this a step further, and most of the key positions are held by family members. The cost of value creation could be greatly reduced using this method, and cultural imbalances can be reduced to a great extent.
But this approach at Jollibee was perhaps not carried out effectively at Jollibee. The Joint Ventures at Singapore, Taiwan and Indonesia are case in point. The parent Filipino management at Jollibee was very keen on imposing themselves on the host management. Conflicts arose on day to day management issues. Jollibee could operate properly in Brunei as there was a silent partner. When going for Polycentric partnership as a strategy it is only imperative that a certain amount of flexibility and autonomy be provided to partners. Trust was lacking in the relationships forged. The coordination required to transfer core competencies or to pursue experience curves and location economies was lacking. Instead of the formation of a transnational entity, what resulted was the formation of independent federations, trying to resist parental control.
2. TONY KITCHNER'S KAFKAESQUE DESIRES
In Tony Kitchner's case, in his three years as head of the company's International Operations, his leadership manifested both sharp professionalism and abysmal international expansion efforts. Kitchner's institution of a dress code was apt, converting the company from one that looked like a neighbourhood chain to one with a multinational image. While his "planting flags" approach reflected an interest in giving the company greater reach within its region, Kitchner's egregious lack of planning and research made it a failure. He simply opened stores in various Asian cities on the assumption that Jollibee's success in the Philippines could be transplanted with little adaptation and these stores folded one after another as he discovered his error. In addition, his approach created strained relations between his Philippine staff and the International staff. Kitchner's three years could be summed up as a period of great ideas backed with too little research and foresight
Although Tony Kitchner was hired to bring more structure to the International Division, he failed to build the rapport needed to push forward the division's initiatives. Kitchner began creating a "world-class company" by stealing employees from domestic operations—a poor first impression that lasted the duration of his career at Jollibee. By setting the stage for competition, Kitchner ensured that his actions, even if they were beneficial for the company, would meet criticism from the domestic side. Kitchner should have recognized that the hostility coming from Domestic was underscored by a fear that their division would be eclipsed by International. Rather than cultivate this fear, Kitchner should have made it explicit that the International Division's success would have reflected on the company as a whole. By simply increasing communication, Kitchner could have enlisted Domestic's support in his endeavours.
Under the company's early divisional structure, value-chain activities such as R&D and Finance were controlled by the Philippine operations. The failure to gain access to these resources hindered International's ability to modify the logo, store layout, and menu—modifications, which were potentially beneficial for Jollibee. Kitchner fostered tension within the organization and it was ultimately this contribution that led to his dismissal.
Kitchner never really understood the organizational culture at Jollibee. It would not be an exaggeration to opine that Kitchner was ‘culturally challenged'. He failed to realize that a bulk of his interventions at Jollibee was paradigm shifts. Practices that were built over 16 years were shoved into oblivion in a matter of months. His performance during his three year stint is a marked reflection of inherent superiority complex that is usually associated with Western expatriates. He is a perfect example of the ‘sea gull manager.'
Recommendations
It is evident that Jollibee is following a transnational strategy. The recommendations from a HR perspective would be
1. A geocentric approach: Switch to a more flexible geocentric approach to staffing and partnerships. Seek the best people for key jobs throughout the organization regardless of nationality. Mr. Tony Kitchner was perhaps the first person who was chosen regardless of nationality, and the disaster that ensued was perhaps because of the overwhelming cultural myopia polycentricism imbibed. A geocentric approach is the best way to utilize Human Resources. A cadre of international executives who feel at home working in multiple cultures is the need of the hour if Jollibee has to expand. While the lower rungs of staffing can be citizens of the host country, the top level management should be people who have the expertise and the skill to push the operational effectiveness of Jollibee without having to compromise on organizational culture and effectiveness.
2. Management Development: International Business is increasingly using Management Development as a strategic tool. Jollibee needs a strong corporate culture, and informal management networks to assist in coordination and control. It also needs to understand local cultures before expansion. All this can be achieved through a proper emphasis on Management Development. An effective MDP can build a unifying corporate culture by socializing new managers and partners into the norms and value systems of the firm. Personal culture should be stripped; the company culture must be donned. Tony Kitchner was exhibiting his personal culture throughout. The organizational culture was forgotten. How else could friendliness, one of the pillars of the Jollibee brand be replaced by scathing competition, in the short three year period he was in charge?
3. Facilitate inter unit cooperation: The R&D wing of Jollibee was not forthcoming in its interactions with International. The creation of ‘departmental silos' have often resulted the fall of Goliaths in business. Intra and inter unit communication cannot be ignored. Knowledge Management cannot occur in its absence. Various out bound and internal training exercises should be carried out in the Jollibee facility to iron out differences and inflict comradeship. The use of external corporate trainers in this regard would definitely be a plus.
Small differences in management style and culture between the cooperating firms may become serious problems that make it difficult to create synergies, which ultimately lead to poor financial performance. Given the difficulty of identifying the organizational compatibility between two firms, it can be convenient to use some specific procedures to predict whether the relationship might work.
Noli Tingzon – A Fresh Look at Strategy
The arrival of Noli Tingzon marks a critical juncture for Jollibee, where it will begin entering the US market. The key to Jollibee's success in Daly City will be its ability to find a local partner that can leverage its organizational advantage, while navigating the challenges of conducting business in the United States.
Three Options for Expansion
 Papua New Guinea- Raising the Standard
 New Entrant into 3 store fast food chain
 Tingzon offered to put up all capital required
 Hong Kong- Expanding the Base
 3 Store already established, possibility of a 4th one.
 High volume with Filipinos but not with residents (Chinese)
 4th store location high traffic but few Filipinos
 California-Supporting the Settlers
 Success in Guam led them to believe US had potential
 Food Appealed to Filipinos and Americans
 Decided on Daly City-Large Filipino population
 Plans to appeal to Asian Americans and then Hispanic Americans Recommendations
PAPUA NEW GUINEA: There are five million people in Papua New Guinea with extremely limited fast food options. Jollibee can come in and set a high standard, attract many customers, and scare future investors away. However they would have to quickly add three to four stores to be competitive and cover costs. There was also question as to whether the area could handle 20 stores. Either they will get the first mover advantage or they will sustain huge loss. Since the benefits offered by the local partner are uncertain and profit potential is low, Jollibee should not seek to enter New Guinea at this time.
HONG KONG: In Hong Kong, Jollibee are located near a very densely populated area, which has a very loyal Filipino customer base. These people gave them great business on the weekends, but sales fell off during the week because the local Hong Kong people rarely frequented the Jollibee establishment. Also, there were tremendous problems with the Chinese stores. All of the managers resigned and many employees quit because the Chinese like to work for Chinese. There was obvious friction between the Chinese and Filipino's. While the fourth store in Hong Kong represents a valuable learning opportunity, it will not generate the revenues needed to build a global empire. Catering to the local Chinese palette would allow Jollibee to build its competitive advantage by learning to balance flexibility in menu offerings with consistency across the global brand. Additionally, a success in cosmopolitan Hong Kong could give Jollibee the brand exposure it needs to attract better partners. However, given the staffing issues and uncertainty involving the local Chinese customer, it would be better for Jollibee to improve its current operations, rather than to commit additional resources to a new store.
CALIFORNIA: It will be a very good idea to target the Asian community living in U.S and California is the best place to start from. The intense competitive atmosphere of US fast food market will provide Jollibee tremendous opportunity of global learning. Furthermore, they also discovered that there were many elements of their restaurants that appealed to Americans. Similarly, there was great support from Filipino-Americans. Likewise, Jollibee was going to expand throughout California before it moved east. They were determined to gain recognition. Another helpful aspect is the diversification of America. In any given city a person can find Chinese, Italian, Greek, Spanish, Japanese, American, German, Polish, Indian, and other ethnic restaurants. Americans like to try food of different cultures and there is no reason to believe that we will not try Filipino food. There is very little reason to believe that Jollibee cannot successfully enter the fast food market in the United States. But on the other hand, United States is home to some of Jollibee's most formidable competitors. As a late-mover, it will be difficult for Jollibee to obtain access to the distribution channels, suppliers, and store locations which allowed it to become a cost leader in the Philippines. Additionally, aside from its experience in Guam, Jollibee does not have any real experience operating in a Western business environment.
Conclusion: Implementation Plan
a. New product-new market
JFC could introduce new product develop targeting the foreign market. The new products that they had introduced in the Philippines could also be applicable to the international market. These stores should be particularly targeted towards the Filipinos working overseas.
b. Increase depots in the domestic and other countries
JFC could establish additional depot near Jollibee stores. Through this, they could be able to reduce logistics costs thus leading to cost efficiency.
Such a measure will ensure the freshness and high quality of the products that they will deliver to the international stores. In addition, they could avoid high shifting cost from the Philippines to other countries.
They can also enter into joint venture agreement with other country in establishing new depot abroad. That is for JFC to be able to have ready knowledge about the external factors governing the country.
c. Maintaining market dominance
To attain market dominance, Jollibee should concentrate on increasing the presence in international markets. The international market will only need a good communication plan like tailor made ads, PR articles, good promotional plans in getting the newly introduced products known, and focusing on pushing products, getting it known, and creating loyal customers. Besides, the transfer of the local taste buds would not be that quick going to international markets.
Also, the company should improve on its research and development from new markets, potential acquisitions and new products to be developed.
For each of the other business units, JFC should communicate the company culture through company conventions to ensure that the company interests are achieved.
Advertising campaigns though do not always have to be Jollibee sponsored. As a suggestion, the other business units should focus on environment publicity, compared to Jollibee's ads for humanity and youth
As the macro environment changes, the company should be responding by aligning its strategy and structure according to these changes. The group feels that company should take baby steps rather than the aggressive steps as those taken by Kitchner, owing to the financial constraints .The company should try to ride on the learning curve and experience from different markets. The company should try to resolve the internal conflicts and should have a focused vision.