Case 3: JOLLIBEE FOODS CORPORATION

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Question 1 Jollibee’s effective policy, backed by economic and political activities in the country, allowed the company to build its leading position in the Philippines’ fast-food industry. Its “Five Fs” viewpoint (friendliness, a fun atmosphere, flavorful food, flexibility in outfitting to customer desires, and a focus on families) recapitulates its strength over its competitors. McDonald’s company had more money and vastly developed systems, but Jollibee was capable to compete head to head by taking advantage of its most important competitive advantage: Philippine customers preferred Jollibee’s hamburger taste by a wide margin. Takeing on a frontal attack strategy, Jollibee reacted to the impressive operation of Big Mac, Mc Donald’s biggest and best-known sandwich, by launching an even larger burger of its own, referred to as the Champ (Bartlett, Ghoshal, & Birkinshaw, 2003). Jollibee was able to seizure the economic and political disaster in the year 1983 to its advantage. While McDonald’s cut down its investments in the the Philippines, Jollibee profited from the Filipinos’ enthusiastic display of national pride. The company not allowing fortune to sit on its lap, it took full advantage of the opportunity to expand its market by proliferating its core menu with taste-tested provisions of chicken, spaghetti, and a exceptional peach-mango dessert pie, all refurbished to the local customers’ tastes. After three years, Jollibee had opened 31 stores and had already conquered the market. Question 2 Tony Kitchner’s success as the first head of the Jollibee’s international division (ID) is, largely, a failure because of the entrance strategy that he used, and the type of business he built. Kitchner trailed the sprinkler approach,