international marketing
Jollibee foods corporationProtected by his office air conditioner from manila’s humid august air, in mid-1997, Manolo P.(
“Noli”) Tingzon pondered an analysis of d emographic trends in California. As the new head of
Jollibee’s international division, he wondered if
Philippine hamburger chain could appeal tomainstream America consumers or whether the chain’s proposed U.S. operations could succeed by focusing on recent immigrants and Philippine expatriates. On the other side of thepacific, a possible store opening in the Kowloon district of Hong Kong raised other issues forTingzon. While Jollibee was established in the region, local managers were urging the companyto adjust its menu change its operations and refocus in marketing on ethnic Chinesecustomers. Finally he wondered whether entering the nearly virgin fast food territory of PapuaNew Guinea would position Jollibee to dominate an emerging market – or simply stretch hisrecently – slimmed di vision’s resources too far. With only few weeks of experience in his new company, Noli Tingzon knew that he would haveto weigh these decisions carefully. Not only would they shape the direction of Jollibee’s future internalization strategy. They would also help him establish his own authority and credibilitywithin the organization.Company HistoryStarted in 1975 as an ice cream parlor owned and run by the Chinese-Filipino Tan Family,Jollibee had diversified into sandwiches after company president Tony Tan Caktiong realizedthat events triggered by the 1977 oil crisis would double the price of ice cream. The Tanshamburger, made to a home- style Philippine recipe developed by Tony’s chef father, quickly became a customer favorite. A Year later, whit five stores in metropolitan Manila, the familyincorporated as Jollibee Foods Corporation.
The company’s name came from ttc’s vision of employees working happily and efficiently, like bees in a hive. Reflecting a pervasive courtesy in the company, everyone
“Noli”) Tingzon pondered an analysis of d emographic trends in California. As the new head of
Jollibee’s international division, he wondered if
Philippine hamburger chain could appeal tomainstream America consumers or whether the chain’s proposed U.S. operations could succeed by focusing on recent immigrants and Philippine expatriates. On the other side of thepacific, a possible store opening in the Kowloon district of Hong Kong raised other issues forTingzon. While Jollibee was established in the region, local managers were urging the companyto adjust its menu change its operations and refocus in marketing on ethnic Chinesecustomers. Finally he wondered whether entering the nearly virgin fast food territory of PapuaNew Guinea would position Jollibee to dominate an emerging market – or simply stretch hisrecently – slimmed di vision’s resources too far. With only few weeks of experience in his new company, Noli Tingzon knew that he would haveto weigh these decisions carefully. Not only would they shape the direction of Jollibee’s future internalization strategy. They would also help him establish his own authority and credibilitywithin the organization.Company HistoryStarted in 1975 as an ice cream parlor owned and run by the Chinese-Filipino Tan Family,Jollibee had diversified into sandwiches after company president Tony Tan Caktiong realizedthat events triggered by the 1977 oil crisis would double the price of ice cream. The Tanshamburger, made to a home- style Philippine recipe developed by Tony’s chef father, quickly became a customer favorite. A Year later, whit five stores in metropolitan Manila, the familyincorporated as Jollibee Foods Corporation.
The company’s name came from ttc’s vision of employees working happily and efficiently, like bees in a hive. Reflecting a pervasive courtesy in the company, everyone