Jollibee Case Study Essay Example for Free

Jollibee Case Study Essay 1. Introduction Anil K. Gupta and Vijay Govindarajan argue in their article, â€Å"Knowledge flows and the structure of control within multinational corporations†, that mainly all previous research on strategic control within multinational companies (MNCs) has paid attention to why these choose to go abroad. They instead argue that for successful offshore business, one must understand how communication flows within the different sub-units of the organization. As Jollibee Foods Corporation considers whether they should establish a fourth store in Hong Kong, it faces several challenges. One of the main challenges regards knowledge transfer between its Filipino facilities and the newly established ones abroad. It is therefore relevant to look at the following research question: What consequences does the current â€Å"strategic control over its subsidiaries† have on the knowledge transfer between the Jollibee headquarters on the Philippines and the offshore Jollibee Food plants in Hong Kong? In answering the research question, we will start by explaining the framework of Gupta Govindarajan’s (1991) on different kinds of subsidiaries, with attention paid to knowledge transfer and their related control instruments. Further we will examine what kind of challenges Jollibee Foods Corporation is facing with its expansion to Hong Kong. Finally, the above analysis will provide us with information about the existing opportunities on the Chinese market and will enable us to suggest a reconstruction of the offshore business in Hong Kong to make it more successful. Jollibee meets several tasks in their offshoring project, but due to space limitation there will in this paper only be focus on two selected challenges, the challenges of adjusting to Chinese taste and their management structure. 2. Jollibee Foods Construction and its strategic control over its subsidiary in Hong-Kong Gupta and Govindarajan (1991) proposed that there exists a certain association between different types of subsidiary units and the strategic corporate control of that subsidiary. They defined four ideal types as; Implementor, Global innovator, Integrated Player and Local Innovator, based on the amount of knowledge that flows and the direction of this knowledge, between the subsidiary and the rest of the MNC. Upon Tingzon ´s arrival the main strategy of the offshore business has been â€Å"flag planting†. Flag planting aims at establishing a presence in each market before competitors, and so, emphasizing at implementing customer expectation, influencing taste and building brand (case p. 11). The initial plan in Hong Kong has been to become one of the major players in the market fast. The previous international strategy meant that the subsidiaries in Hong Kong functioned as implementors. An implementor is characterized by a high degree of knowledge inflow from the headquarters but with a low degree of knowledge outflow; hence mainly applying the strategy used in the parent company without any local adaption (Gupta and Govindarajan 1991). Functioning as an implementor has meant that the established Hong Kong stores have not been engaged in any knowledge creation, but simply followed instructions from the Filipino headquarters. Furthermore one can argue that Jollibee’s approach to Hong Kong has been to primarily implement the already existing practices from the Philippines. For example, the menu offered in Hong Kong is almost the same as the Filipino one, knowledge of what to sell has simply been brought in from headquarter (case page. 12) Further evidence arguing for that the Hong Kong subsidiary has been operating like an implementor can be seen in the management transfer of the CEO’s brother-in-law, from the parent company to the Hong Kong subsidiary (case page 12). In addition, the store-level managers were all Filipino while little crew were Chinese and staffing problems consequently grew. To solve the problem the Manila based Franchise Service Manager worked continuously with Hong Kong for more than six months, without success. In 1997 a dispute over discipline between the four Chinese Managers, and the five Filipino Managers, resulted in the Chinese Managers leaving Jollibee with only Filipino crew left (page 12). This points towards the subsidiaries in Hong Kong adapting the characteristic of an implementor, e.g. pure inflow of knowledge from the parent company and little outflow of knowledge from the Hong Kong subsidiary. Furthermore is the overall â€Å"flag planting† strategy of Jollibee very i ndicative of the skewed power balance between Jollibee and its subsidiaries. 3. Organizational Challenges Jollibee experienced the internal challenges of organizational culture clash between its implemented Filipino workers and the Chinese staff. Furthermore the implementation of the international menu was not as successful as expected (case p. 13). The strategy of focusing on Filipino expatriates in new markets, might has helped Jollibee’s entry to the Hong-Kong market, since they already had a distinguished costumer group of Filipinos. But as Tingzon asks in the case â€Å"might we risk boxing ourselves into a Filipino niche that prevents us from growing enough to support operations in each country?† (case p. 11). We found that the expatriate-led strategy have prevented further expansion of the company on the Hong Kong market. This is due to the local knowledge that resides in Chinese workers and managers are not exploited when only employing Filipino managers. As stated above, in the early entry into the Hong Kong market, Jollibee did also employ Chinese managers but due to their sole implementation of inflows from headquarters, clashes arose between the Chinese and the Filipino managers. Furthermore one major challenge to successfully establish a fourth store and gain more market share is to adapt the prevailing menu to the Chinese taste. The main challenge for Jollibee now is how to realize, and best use, the knowledge that resides in Chinese workers. 4. Altering the Strategy for the Hong Kong Subsidiary From the above section we can conclude that there exists several challenges of how the subsidiary in Hong Kong has previously been structured, for example has one of the sub-franchisees tried to suggest changes to the menu. To be able to attract more local costumers he proposed low fat chicken and Chinese tea, as he sensed a demand for these products among the Chinese people (case p. 12). He has tried to implement these changes for several of months but has not yet received a go-ahead from the headquarters. This indicates that Jollibee mainly sees its subsidiaries as implementors, without any outflow of local knowledge to the other subsidiaries. But for Jollibee to succeed in opening a fourth store and increase its market share on the Hong Kong market, reconstruction and adaption to the local market is crucial. The top management saw a high profit potential in Hong Kong, and therefore urged Tingzon to open the fourth store. But as the profit potential is high, the competition in Hong Kong for similar food companies, such as McDonalds, is also very intense. Jollibee Food Construction does not have the competitive advantage of a first mover and is not alone on the market. For example has their main competitor, McDonald’s, both stronger brand recognition in the Hong Kong market and they are stronger financially. Hence Jollibee has to take on a different subsidiary strategy than the â€Å"implementor†, in order to success (Hymer p. 61). With this in mind the strategy of the Hong Kong sub-division can become a successful sub-division if it adapts the characteristics of a local innovator instead of trying to be an implementor, with both low inflow and outflow of knowledge. One main challenge for Jollibee is to attract more local employees and as Gupta and Govindarajan’s proposition 3 states; under norms and administrative rationality will the composition of the top-management for the specific subsidiary consist of mainly locals if the division acts as a local innovator (Gupta and Govindarajan 1991). As an implementor has the possibility for autonomous initiative been low while it as a local innovator exists space to adapt to the local environment, e.g. for Jollibee to take on a more Chinese menu. 5. Conclusion In conclusion, as Jollibee decide whether or not to establish one more store in Hong Kong, they have to look over their strategic control over its subsidiaries. As examined above, the company has mainly viewed their subsidiaries as implementors. We found this international strategy insufficient, and that it hindered them to fully exploit the market potential in Hong Kong. The prevailing challenges for Jollibee now is how to realize and best use the knowledge that resides in Chinese workers. Due to limitations of the paper, it is only a fraction of possible explanations that have been highlighted and these revolve primarily around the importance of increasing the local engagement in the Hong Kong subsidiary, and increase the local innovation towards more local taste. Hence we argue for Jollibee’s subsidiaries in Hong Kong to adapt towards a local innovator role. 6. Bibliography Case: Bartlett, C. A. (2001). Jollibee Foods Corporation (A): International Expansion. Harvard Business School Gupta, A.K.,Govindarajan, V. (1991). Knowledge flows and the structure of control within multinational corporations. Academy of Management, Review 16(4) 768-792 Gupta, A.K., Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal 21, pp. 473-496. letto-Gilles, G. (2005). â€Å"Hymer ´s seminal work†, in Part III Modern Theories in Transnational Corporations and International Production. Academic Books, Copenhagen Business School. Published by Edward Elgar Publishing, Inc. Schlegelmilch, B., Ambos, B., Chini, T. (2003/4). Are you ready to learn from your offshore affiliates? European Business Forum, 16

War of the Rats Essays -- David L. Robbins Literature Essays

War of the Rats War of the Rats, written by David L. Robbins, and the movie Stalingrad, directed by Joseph Vilsmaier, are two excellent sources to be used in furthering one’s understanding of the second world war and specifically the battle of Stalingrad. Both of these sources cover generally the same material. They both are dramas about the battle of Stalingrad, yet each has their own unique perspective upon the war. These two sources can be used together to increase one’s knowledge on the subject at hand. War of the Rats, a book that has been recently published is basically a war inside of a war. It focuses more on a personal battle of two men then it does on the battle of Stalingrad on a whole. The book has four main characters and is mostly based on these people. Robbins seems more content on telling his drama he is revealing to the reader then giving actual historical accounts on the battle of Stalingrad. Robbins story starts out about the Russians skilled assassin, Army Chief Master Sergeant Visily Zaitsev. Zaitsev is a famed sniper, known for killing the opposing Germans with ease. The Germans realize how dangerous of a weapon Zaitsev is, and counter with their own master sniper, S.S. Colonel Heinz Throvald. Throvald is sent with one mission; kill Zaitsev. Also included in the plot of Robbins’ book are Tania Chernova, Zaitsev’s assistant, and Corporal Nikki Mood, a composite German soldier. Tanis Chernova and Vasily Zaitsev eventually fall in love. The novel eventually ends with the two master snipers, Throvald and Zaitsev, crossing each other’s paths. In somewhat of a cliffhanger, the book finishes off with both Throvald and Zaitsev putting crosshairs on each other’s head. Although it is very entert... ...ery educational. Both are based on factual events. War of the Rats is more about two individual people than the actual war, but still gives a brief overview about the battle of Stalingrad. Stalingrad focuses on the suffering of the German soldiers and probably is more useful than the War of the Rats in the sense that it covers the actual war more. However, both are highly recommended and go hand in hand. One would probably understand the importance of the Second World War on the Eastern Front in world history most if he or she looked into both sources. Works Cited Beschner, M. George, and Alfred S. Friedman. Youth Drug Abuse. Toronto: D.C. Heath, 1980. Dogan, Shamed. â€Å"Legal Drinking Age Should Drop to 18.† High Ground.com. 1997 February 14, 1997 Group Survey of 100 people. â€Å"Should the Legal Drinking Age Be Lowered to Eighteen?† May 25, 2000

An investigation into the characteristics of a filament bulb Essay

I will set the voltage at the certain voltages and I will repeat the experiment twice. This will give me a set of results to compare my originals to. When performing this experiment I must carry out a few safety procedures. I must make sure I do not overpower the bulb as it could break. I must not leave my wires dangling as this is a safety hazard. I must try and work away from other experiments as this will give me more space to work on and minimise hazards to the other experimenters in the room. I would predict that as the voltage goes up so do the readings on the ammeter and voltmeter. There will be a positive strong line on a line graph that would rise rapidly but as the voltage is increased, the curve will flatten out. To make the experiment as fair as possible I will use the same filament bulb and other materials throughout the experiment. Most of the factors however cannot be controlled. This includes the wire resistance which we cannot change or tell if it is bad or good. Temperature will also affect the resistance of the wire very slightly. However slight this is it is still a factor which would determine my results. This can be controlled to a certain extent by performing the experiment all at the same time when the temperature changes will be very slight. Volts Test 1 Test 1 Test 2 Test 3 Ammeter Voltmeter Ammeter Voltmeter.

critical reflection practice - 2329 Words

Critical reflection. What do we really mean? Patricia Lucas Auckland University of Technology (and PhD student Deakin University) Do we really know what critical reflection means in the context of work-integrated learning, more specifically cooperative education? Critical reflection, in some form, is located within many higher education programmes, including cooperative education and many educators would say this is important for in-depth student learning. It is a form of reflection that is complicated as well as challenging for the learner and the educator. It would appear that there is a lack of consensus regarding the definition of critical reflection, as it is difficult to define and your definition may depend on your context†¦show more content†¦Guidelines in the literature on how to determine, facilitate and assess critical reflection in practice appear to be limited (Leijen et al., 2011; Smith, 2011). Models of critical reflection This vast area in the literature, which explores models of critical reflection, lacks clarity. There seems to be similarities within and across the various applications from many fields or disciplines of education that may have little or no areas of overlap (Fook Gardner 2007). Many models of reflection based on a philosophical approach, may be considered to assist students develop an understanding of critical reflection. These have been briefly outlined in table 1.0 to help visualize the relationship between the models and frameworks. The framework chosen to guide students’ reflections may be determined by the expectations of the learning outcomes. Some models of reflection may not encourage critical reflection. Models may guide the process of reflection but should not impose a prescription of what reflection is. It is not essential to follow a model and some practitioners choose not to. 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