Jollibee

Question 1:  As Noli , which of the three investment options would you support? You may choose more than one. Defend your answer.

In my opinion, I prefer to enter the U.S market. Entering the U.S market means a completely different investment. It is not possible to have the advantage of any pioneer in this highly-developed, complex market, but to enter the U.S market is conducive to the establishment of international reputation and prestige, and to increase its own brand value and influence. In addition, if  Jollibee can enter the fast food market in the world's most developed country with many strong competitors, it can make the learning experience as a source of its advantage in markets in other countries. Therefore, entering the U.S market is not only an opportunity to increase turnover, but more importantly means to be able to obtain valuable organizational learning capabilities.

On the other hand, every enterprise development needs to experience many stages, and in the development stage of Jollibee, to enter the American market is a bold attempt and challenge, which means Jollibee will face a more active market and more opportunities. As long as Jollibee has a clear development strategy, and tries in the U.S market, it will be a very valuable experience feedback. Even with failure, this matter is a Jollibee marketing model innovation system and still has a very valuable experience.

Question 2: How would you evaluate Tony Kitchener’s three years as head of Jollibee’s international operations? Defend your answer.

I think Kitchener’s three years of the development of the strategy has three advantages and two points. First, the strategic positioning of Ktichener is very accurate and to a large extent reflects the competitive advantage of Jollibee in the domestic market. Among them, he said, "set up a banner", that is, the pursuit of the first mover advantage. In addition, he made a timely response to different ethnic tastes and preferences. Second, the advantages of Kitchener in the implementation of the strategy are that Kitchener established the 'set up the banner' and 'to the overseas Philippines man-made target' strategies, making the company’s direction clear in the development process. Third, the company's international division formed its own way of doing things and constantly adjusted according to the strategy and the market.

There are two problems with decision-making. First, Kitchener’s implementation of the advantages of the negative impact of the strategy mainly refers to expensive development costs and management costs, including innovation, education, rule adaptation and adjustment, the organization of the existing skills, and the ability to repeat construction and other costs. Second, to meet the local needs of the strategic planning is not reasonable, Jollibee has not only become a network layout of the organization, but has become a huge difference in the internal management of the