Essay About Key Success Factorgrowth And Jollibee’S International Expansion

Jollibee
General pointsFive Fs – pg 1 last paraOperations was considered a key success factorGrowth came internally – organic growth – professionals managed functions like marketing and finance, family members took key positions in operationsJollibbe capitalized on external market conditions (1984) to increase its dominance and oust/shake McDonald’s growing powerTTC identified following key success factors for successful internationalizationPartner must be chosen very carefullyLocation of the store can make/break the businessKitchener believed that first mover advantage was critical to success in a countryQ2. How would you evaluate Jollibee’s international expansion up until 1997? (1600 words)TTC saw opportunity outside in other Asian countries once he realized that Jollibee’s success against McDonald’s was a big win and it indicated the potential Jollibee hadEarly lessons learnt from expansion into Indonesia, Brunei, Singapore, Taiwan etc. not really incorporated for later entries – however the group identified the critical key success factors that they needed – location and partnerPost this TTC decided to have a separate division overlooking the international expansion – solely responsible for it – however he did not really define how this division would work with the domestic operations and the division was given independence to chart out a strategy to thrust Jollibee on the international scene as TTC thought Kitchener’s experience can be exploited hereKitchener’s belief of exploiting first mover advantage strained the company resources and ties with the domestic counterpartsOperations management – commentary and takeStrain between international and domestic practice as international wanted greater customization which domestic thought would lead to difficulties in operationsHR issues surface – TTCfailed to tackle this effectively in the beginning itself – structure of the organization was not well defined by himFinal take – not very successful, led to problems within the divisions, different styles of management wasn’t tactically managed and controlled by TTCLook at numbers once – most likely they have a story to tellQ3. Which are Jollibee’s main capabilities? (600 words)Operations – talk about operational management section of the case hereFive Fs (?, not sure about this)Tan families connection and friends through which they initially expanded-Add more points hereQ4 What have been the management challenges for the company? (800 words)Failure to adapt to local tastes as neededImproper division of power and controlHR problems of poaching of employees by internationalLack of “one” feeling between the divisionsFailure to understand that operational capability is a strength and instead they made it a handicap when it came to localization of menu-Add moreQ5 What should Noli Tingzon do as the case ends and why? (1200 words)First decision: Papua New Guinea – use as testing ground for new strategy, go ahead, start with 1, expand to 3 within 4 quarters, if results good, expand moreSecond decision: Hong Kong – need localization if store is in Kowloon as major customer base would be Chinese. For this need to solve staffing issuesThird decision: California – no don’t go there, not enough resources right now. First make amends in other places and then hit CaliforniaQ6 Comment briefly on which general management issues have been raised in this case? (800 words)People managementImportance of tie in of operations with marketing and execution/implementationNeed for adaptation to suit local tastesImportance of a large customer base to which your product appeals toTransnational structure of organization is the best – hybrid of international and multinational didn’t work for themAAA?-can you guys think of whether they could do aggregation or arbitrage in any way – I think they do aggregation by procuring raw materials for one region collectively (was mentioned somewhere in the case that this was done for asia), not sure if they do arbitrage