FINAL EXAM

 
Part 1:
1. What global factors confront Jollibee as it pursues international expansion? How do
these factors benefit or impede Jollibee in its expansion? 
 
Global factors influencing Jollibee's foreign expansion, as well as an examination of the
elements that support or hinder Jollibee's international expansion: 
 
Technological factors:
Jollibee Foods Corporation (JFC) is a significant Asian fast food restaurant business with the
Philippines' largest food service network. JFC uses only the best procedures and technology,
including a fully operating procurement system that has been in use for many years to serve
the Philippines' fast expanding network of stores. As it grows and expands globally,
technological advancement and innovation are required to promote corporate efficiency and
production.
When it comes to worldwide expansion, Jollibee's deployment partners include Ivalua, a
leading global expenditure management cloud provider, and Consus, a leading global supply
chain solutions supplier. JFC will benefit from improved governance and audit capabilities,
more efficient procurement processes, more fully informed analysis and decision-making,
key risk management activities, improved supplier qualifications and collaboration, and better
compliance with contracts and policies as a result of the platform.
Besides the technology applied in the production and sale process, modern technology also
helps Jollibee a lot in reaching out to consumers through strategic marketing and
communication media. It is not too difficult to realize that the percentage of Internet users
across countries is quite high. Jollibee has also taken advantage of that to reach consumers
and come up with product promotion strategies. Moreover, it is possible to interact directly
and easily collect feedback from shopping customers thereby creating effective strategies.

In practice, science and technology make a significant contribution to a company's economic

growth through influencing aggregate supply and aggregate demand. Science and technology
advancements have a significant influence on long-term growth and growth quality.
Jollibee may benefit from these improvements or have difficulty competing with other well-
known fast-food restaurants. On the one hand, Jollibee empowers supply chain partners -
Jollibee Foods should investigate the areas where technology might help supply chain
partners. This can help Jollibee Foods be more transparent and make the supply chain more
flexible. This is a point of the benefits of technology. On the other hand, despite its global
development, Jolliebee has a restricted number of locations. For example, McDonald's
delivery and ordering was done through the app and website for a long time. McDonald's
products may be obtained online in the vast majority of countries throughout the world.
However, Joillibee lacks the ability to order online, which will limit the number of clients
because many people cannot afford to go to the store to buy it. As a result, this is one of the
restrictions to Jollibee's global expansion. In conclusion, this factor brings both positive and
negative sides for Jollibee expansion
 
Economic factors:
The state of the economy plays an important role in every aspect of everyday life, from a
company's level of success to a company's ability to grow. For Jollibee, the economy of each
country greatly affects the expansion plan. On the one hand, as the economy weakens and
unemployment rises, as it is currently doing in the context of the COVID-19 outbreak, the

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global economy shrinks significantly. The number of consumers going to dine at a place in
the food service industry is quite tiny, and in some nations, food enterprises must close. Not
only that, but the economic crisis has resulted in a decrease in the foodservice industry's per
capita revenue. It demonstrates that clients do not have the necessary requirements to
purchase items, which has a substantial impact on the store's revenue. Jollibee has to
eliminate workers and restructure their business operations in order to continue collecting
income. On the other hand, Jollibee continues to open new locations in a variety of countries
when global economies are stable and typical. Jollibee provides discounts to encourage
customers, increasing their interest in their restaurant. As a result, Jollibee's income may
climb in lockstep with each country's economic growth. Obviously, economic concerns have
a significant influence on Jollibee's company expansions. If a country's economic situation
improves consistently, so will the store's sales and market expansion. However, if the
economy continues to deteriorate, the store's earnings will diminish, and worldwide
expansion would be difficult.
 

Competitive factors:
When Jollibee develops internationally, one of the factors to consider is competitive factors.
Jollibee can improve their market share and remain relevant to their clients by keeping an eye
on their competitors. They may recognize and assess accomplishments and issues,
understanding what to implement into their own processes and how to avoid income loss.
They may also use the data gathered to generate product change ideas, product relaunches,
and new product development. McDonald's, for example, is a global brand, yet its prices are
extremely high. As a result, when Jollibee entered the worldwide market, it realized that it
needed to provide products at a lesser price than McDonald's in order to attract customers. In
order to compete with domestic and international fast food chains, Jollibee must improve its
taste and develop exclusive flavors. In general, this aspect has both positive and negative
implications for Jollibee's foreign expansion. In terms of benefits, it encourages Jollibee to
conduct extensive research and learning in order to develop new products that are distinct
from those offered by other fast food companies. On the other hand, having so many
competing brands will make it difficult for Jollibee to attract customers because there are
already so many large and well-known brands.
 
Social factors:
In the process of global expansion, one of the important issues often considered is cultural
differences. Culture sets standards that are shared by important sections of that society, thus
setting the rules for operating in that market. Elements such as beliefs, customs, and
traditions Distinctive practices are often deeply ingrained in society and vary widely from
country to country. Contrary to the strong demand for American fast food, in Vietnam, the
number of people using fast food is still a modest number when they still appreciate
traditional dishes. Therefore, when Jollibee expands, the level of localization in the way the
company operates and the menu for customers also varies from country to country. When
Jollibee enters a new market, they will bring the traditional taste of the Philippines with the
most famous products such as fried chicken, spaghetti and burger.” However, over time, they
will add more local dishes to attract customers such as spicy crispy chicken on the menu in
Vietnam and nasi lemak rice in Brunei.
Currently, there is still a big problem that negatively affects not only Jollibee but the whole
world, the covid-19 pandemic. It has messed up and turned everything upside down in a way
that no one knew before and had no ability to control it. Depending on the level of danger,
each country and each government must impose restrictions on opening times, distance

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regulations in restaurants, and even some places have to close restaurants. Large and potential
markets such as France, the US and the UK are the ones most affected by these tightening
measures. That makes it difficult for global corporations, including Jollibee, to want to
expand their business globally when covid 19 is still a big threat to all of humanity.

 
Environment factors:
The impact of climate change has a significant impact on the supply chain of Jollibee Foods.
If the supply chain is inflexible, it can lead to bottlenecks if shipments from one part of the
world are delayed because of a sudden climate change. 
Each country will have their own environmental regulations and standards policies. This will
be a significant challenge for Jollibee when deciding on factory site, product development,
and price strategy to adapt to each area in which it participates in the expansion process.
 

2. Identify the various challenges that Jollibee has faced across the different countries
and regions of operation (that is, the United States, the Middle East, Brunei, China, and
Vietnam). What are some of the common problems that Jollibee has faced? What are
the issues unique to each country? How had Jollibee adopted its strategy in each case? 
 
Jollibee Foods Corporations (JFC) comprises 35 restaurants in five major metropolitan areas:
the United States, Brunei, Hong Kong, China, and Vietnam. Jollibee also actually bought the
provincial trademarks for Delifrance, a bakery brand, and Greenwich, a competitor Pizza Hut.
Overall, JFC operated 1652 locations in nine countries in 2008 and had pioneered a multi-
brand strategy, steadily strengthening its dominance in the fast food industry.
Challenges that Jollibee has to faced 
  Competition from rivals
Jollibee faces a number of competitors in the fast food industry, several of them are
worldwide giants. When Jollibee needs to maximize revenues, boost marketing plans, and
constantly produce new goods to keep customers, this is a severe threat to the brand. ...
 Healthy eating trends
Today's consumers are increasingly conscious about their diet and health. As a result, fast
food chains like Jollibee are scrambling to keep customers. If the trend of eating vegetarian
meals or eating a lot of nutritious veggies becomes a consumer fad, it will have a big impact
on Jollibee's company.

The United States

Jollibee saw the United States as more than just a profitable alternative due to the rising
Filipino community there, which made available a sizable customer base. Jollibee sought to
enter the market as an alternative to McDonald's and KFC, rather than as a superior
alternative. As a result, Jollibee's menu is conceived as "American fast-food favorites with an
Asia-Pacific flavor." Jollibee's specialized offers to overseas consumers tended to be sweeter
and spiced up more than standard fast-food chain items in the United States. Jollibee's
success in the US market might partly be attributable to its greater menu selection. Jollibee's
menu items encompass spaghetti, rice-based JolliMeals, and hot dog sandwiches in addition
to the standard fries and hamburgers. Jollibee elected not to engage local professionals prior

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to the launch of the first location in Daily Community, California, a city largely dominated by
Filipino immigrants. Instead, the corporation dispatched a team to San Francisco for two
years to research the market and its industries. This eventually resulted in Jollibee's
operations being adapted to fit the habits and patterns of Americans. The crew discovered
that vehicles were the primary form of transportation in the United States, which transferred
into producing more people driving stations than its counterparts in the Philippines.
Tan's Jollibee has begun growing in the United States after luring millions of Filipinos for
decades with its distinctive fried chicken. Tan's Jollibee has spent $540 million on purchasing
Smashburger and Coffee Bean & Tea Leaf. These two brands are losing money, and Covid-
19's services are presently endangering the company's income. Jollibee is a popular and
successful brand in the swimming pool. However, the company's efforts to expand into
overseas markets are liberal. After multiple growth codes, the Jollibee business now has just
133 global branches (compared to 890 in the home market), serving Filipinos in the Gulf
nations and California (USA). The people are mostly interested in multinational
establishments such as McDonald's and Burger King... The scarcity of Jollibee outlets in
schools outside of the Philippines has demonstrated that international users may prefer
brands. A globally recognized brand is more globally recognized than a brand from a lesser-
known country.

Since 1998, Jollibee started to land in the US market. Jollibee in the US was not so good at
first. After the success at home, which has captivated millions of Filipinos for decades with
its signature fried chicken, Tan's Jollibee has begun expanding into the US, spending $540
million to acquire Smashburger and Coffee Bean. & Tea Leaf. These two brands are losing
money, and the COVID-19 epidemic is also threatening the company's revenue.

Jollibee pursues the acquisition of brands in the US with the ambition of becoming one of the
top 5 restaurant chains in the world. However, there are no guarantees for Jollibee's projects
in new markets. In the US as well as in China, cheap food and drink always have a
competitive advantage. When it wanted to upgrade its technology system in 2014, Jollibee
also learned to close 70 stores. A series of other large Philippine companies such as Universal
Robia are also aggressively attacking the Southeast Asian market. Even so, no company has
yet established a direct network to the world's largest markets. Therefore, if Jollibee's US
venture is successful and profits in China continue to grow, Jollibee will create an impetus for
other companies to follow in this ambition of the Philippine business. However, in the past 3
years, the COVID-19 epidemic has spread on a large scale and caused many food service
brands to suffer heavy losses. Specifically, Lotteria lost 70 billion dong and had to close more
than 20 stores. KFC lost about 23 billion dong. Revenue is lower than Lotteria but profit is
much higher. Most of the activities of a series of foreign fast food brands showed signs of
slowing down. For example, Domino's Pizza, McDonald's, Burger King had to close many
places... Jollibee was also under similar pressure. Obviously, business opportunities are not
equally distributed to all businesses. Many small businesses with weak potential and
uncontrollable sources of production materials may be negatively affected by the epidemic.
In the current context, it is very likely that these suppliers could shut down in the event of F0
at any time, and if disrupted, the manufacturing business would have to close. Because of the
raging epidemic, Jollibee lost tens of billions of dong and closed nearly 20 stores. It can be
seen that Jollibee's market in the United States still does not really have enough potential as
well as the ability to cope with other chain stores during this dangerous epidemic. But instead
of giving up, Jollibee persistently implemented a number of methods of promoting
communication on mass media, the purpose is to attract a large number of diners to order

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food online. Adjust seasoning accordingly. Just make a profit and meet the needs of
customers, both delicious, cheap and convenient.

After many growth stocks, Jollibee Business currently has only 133 branches worldwide
(compared to 890 in the domestic market), serving Filipinos in the Gulf countries and
California (USA). People are mainly interested in multinational founders like McDonald's
and Burger King... The scarcity of Jollibee stores in schools outside the Philippines has
proven that international users may prefer brands more efficient. A globally recognized brand
is more globally recognized than a brand from a lesser known country.

Tan's Jollibee has started growing in the United States after attracting millions of Filipinos
for decades with its distinctive fried chicken. The unique menu of "Spicy Spaghetti", hotdogs
and spicy burgers have brought the Jollibee Food brand to worldwide fame over the years.
However, the company's attempt to expand into foreign markets is liberal.

Despite its popularity among Filipino immigrants, restaurant industry analysts say Jollibee
has had difficulty reaching mainstream fast-food customers. With a small marketing budget
and only a few locations, few people outside of the Filipino American community are aware
of the chain.

Then there's the matter of the food. Some claim the chain's Filipino-inspired sweet-and-spicy
dishes are overly unusual, while others say its American-style options are bland.

 
China
Because the Philippines was controlled by the United States in the early twentieth century,
Philippine enterprises were highly affected by Western organizational performance. As it
does in its administration of Yonghe King, JFC is no different, functioning first from the
ground up. The noodles company's previous management did not have divisions that
performed business analysis, decision support, and performance evaluation. Following
transactions, marketing, infrastructure management, and research and development units that
were previously underfunded or non-existent. Through hiring locals, JFC thought that it
would obtain a better grasp of the Chinese mainstream market and so be able to develop
Yonghe King's presence in China. JFC gradually learned that operations in China and
Jollibee's native market differed significantly from external pressures such as constitutional
matters and franchisee relations. However, an organization's human resource management,
customer taste preferences, and operational issues are comparable in both nations.
Jollibee Group contributes 7.4 percent of the parent company's revenues in China, with 15
brands and 389 locations. China, the genesis of the Covid-19 outbreak, is one of the
company's main markets outside of the Philippines, contributing for 15% of total sales.
Jollibee has closed all 14 Yonghe King restaurants in Hubei province. Despite the fact that
the shuttered companies account for less than 1% of overall sales, the remaining
establishments are witnessing fewer visitors and reduced revenues. As one of the tactics to
prevent the disease from spreading, Chinese customers avoid crowded venues for safety
reasons, and numerous regions restrict gatherings and group meals at restaurants.
 
 
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Middle East

In 1987, Jollibee expanded into the Middle East, where it found a large workforce of hard-
working African-Americans. The Middle East has locations that have opened Jollibee stores,
such as the United Arab Emirates, Kuwait, Saudi Arabia, Bahrain, Qatar, and Oman.

The financial economics of the Jollibee chain of stores in the Middle East is considered as
follows:

First, the food service at the store has been upgraded. The food is cheap and delicious,
suitable for the tastes of customers here. The demand for home services is also increasing
gradually. However, more than half of the population is relatively low-income workers. This
means they often have to eat fast food, accompanied by the guaranteed quality of processed
foods. Almost buying food to cook at home is both inconvenient and time-consuming, so
people often go out to buy ready-to-eat food. It suits the taste and is good value. Therefore,
Jollibee applies a strategy of focusing on prices and the psychology of expatriates who have
to work far from home to earn a living. When Jollibee surveyed customers, most of them
volunteered to pay for a meal of no more than 10 dollars, so Jollibee is willing to charge 2
dollars for a meal to attract a large number of loyal customers. This alone is enough to be
profitable in the long run.

Second, about the culinary culture. Here, the diners are afraid of the law "prohibiting the
consumption of pork or alcohol along with similar products like meat products and blood
products." So, building a separate menu for the Middle East at this time is quite difficult. But
Jollibee has implemented a plan to make the world trust Jollibee more. The "happy bee"
chain of stores has created a menu suitable for diners here. such as spaghetti and crispy
chicken with equally excellent service. Very quickly, Jollibee built a name for himself and
quickly became famous. Kabsa chicken rice is also considered a dish close to the seasoning
seasoning, bringing a sense of closeness to Filipinos living abroad.

The more worrying factor is that Jollibee is bound by civil, criminal, and local laws, which
creates a huge barrier affecting the "bee" chain of stores. To solve this, Jollibee used a unique
franchise cost model. This includes franchise fees, store construction, kitchen equipment,
furniture and fixtures, air conditioning systems, signage, and up-front operating costs. Once
the application is issued, the applicant will be informed of the investment cost, return on
investment, and other franchise data.

In the Middle East, Jollibee also faced competing chains of fast food restaurants such as
Shawarma House, Bayt Al-Shawirma, Herfy, Al Baik, etc. But instead of fearing the
opportunity, Jollibee seized it. As a society, consider this as a driving force to rise to world
heights.

Because of the large number of Filipinos working as domestic workers in the Middle East,
Jollibee thrives in this market as well. JFC has opened Chowking venues in Guam, Dubai, the
United Arab Emirates (UAE), and the Kingdom of Saudi Arabia. The Chowking food chain
operates very differently in the UAE than it does in the Philippines. Unlike in the Philippines,
a number of Chowking restaurants in the UAE have function rooms to cater to the Filipino
community who frequent the outlets for gatherings or special occasion celebrations.
Chowking in the UAE sells signature Filipino dishes such as kare-kare in addition to the

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traditional Chowking offerings of rice and noodles. Because of the perceived desire of
Filipinos in the UAE to have a taste of home, the Chowking menu in the UAE differs slightly
from that in other outlets.
 
Brunei

 Currently, Jollibee divides the world market into 2 areas: the main market and the market
with a large number of Filipino customers. Brunei and Vietnam are listed as the main
markets, while the Middle East and the US are in the second category, where a large Filipino
community is living and working. In Brunei, Jollibee is not really famous but has made a
deep impression on the hearts of customers. Moreover, because of the COVID pandemic over
the years, customers coming to Jollibee have become less and less frequent. Only some
customers are lazy enough to cook and want to eat delicious but cheap food. They will order
goods to take home. Even so, Jollibee in the Brunei market does not make much profit. Some
customers have complained that the food contains strong and unappetizing spices. However,
the prices are cheap, and the sitting area at the store is clean and comfortable. Important
characters also often appear and leave compliments for Jollibee. But those are the good sides,
and on the negative side, Jollibee has yet to have a new plan if it wants to go further.
Jollibee's reuse strategies are that, when entering a new market, the brand brings its famous,
leading products such as chicken, spaghetti, and burgers. And over time, Jollibee will sell
localized products, such as in Vietnam with spicy chicken and in Brunei with nasi lemak.

Jollibee opened its tenth and eleventh outlets in Brunei in 2008. Brunei's limited market size
was not a deterrent to Jollibee's expansion intentions. Instead, Tony Tan, the company's
founder, felt that efficient operations and effective marketing methods would overcome this
expansion constraint. He also claimed that Jollibee fast-food restaurants had a competitive
advantage in terms of understanding Asian taste preferences. Rice-based meals available at
Jollibee's Brunei locations feature dishes that are more suitable and known to Asian
consumers, distinguishing them from their Western counterparts. Chicken curry, nasi lemak,
and burger steak with mushroom sauce are among the products available, all of which cater to
Brunei consumers.
 Jollibee's biggest challenge to join Brunei is probably the country's economic situation. In
recent years, the Brunei market has been almost considered saturated. In the face of the
economic downturn that Brunei has been struggling with over the years, the food company
that wants to join the market is always determined to bring many risks. In that situation
Jollibee does not seem to falter and maintains the view that it always gives new branches with
many promotions.

Vietnam
Vietnam, the second-fastest-growing economy in the Pacific Rim after China, was another
market Jollibee wanted to go into. Vietnam is a strategic source of growth for Jollibee's
international business, with average economic growth rates of 8% and rapid development of
the Western fast-food industry. In 2007, Jollibee launched five stores in Vietnam, and by
2008, the company had grown to nine.
-Cultural:Before Covid-19, the fast food market in Vietnam was always considered a difficult
land in both international trade, this makes it difficult for Jollibee to expand its market. The
variety in Vietnamese cuisine is fast food when "banh mi", "pho" are served many times
faster than burgers.Vietnamese people have rather fastidious views about food.  Although
Vietnamese people often say "you can eat anything", in the criteria "you can eat anything"

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must include: cheap price, delicious food, convenient, good service, full of nutrition..  rather
than superficially let pass. One more thing is the Vietnamese diet that favors eating
vegetables.  In almost all fast food dishes, vegetables are the main ingredient, both playing
the role of stimulating taste, smell and sight, and providing "green" substance to the dish. 
Even when Vietnamese eat fried food like pancakes, spring rolls, ram corn, there is always
the presence of a huge amount of vegetables.
-Competitors :The fast food market in Vietnam has never "cooled down" in competition as
more and more brands join the playing field with the large scale of chain stores and the
constantly changing business strategies. To be successful, fast food brands must have a
consistent and differentiated strategy.Race to open the chain :Jollibee has built itself a large
chain of stores with many international and local dishes and a solid management team.
According to the plan, each year this brand will open about 20 more stores by itself.Conquer
"God" with delicious food:It also started with the image of a chain of fried chicken shops, but
Jollibee is still a pioneer in the pursuit and conquering of Vietnamese taste buds. This is not
only reflected in the main product lines such as Happy Crispy Chicken or Spaghetti with
Minced Beef Sauce, which have been adjusted to truly satisfy Vietnamese taste. What's more,
it's easy to see Jollibee's indulgence for Vietnamese palates when it launched the flavorful
"Spicy Saigon Chicken" and the mouth-watering Five Flavors Fish Rice - the result of a
perfect blend. Vietnamese spices. Experience a happy meal for a Vietnamese family :Jollibee
understands that it is not possible to reach the hearts of consumers through aggressive
advertising. On the contrary, this brand is really gradually making them love them by
conquering their palates and especially by creating loving bonding moments for every
Vietnamese family. Simultaneously, the Jollibee franchise has also had a favorable start when
more than 120 partners in all provinces and cities requested cooperation after only 1 month of
official announcement. This form will bring Jollibee closer to customers through a
nationwide chain of stores.
Especially to compete with other fast food brands in Vietnam Jollibee has always applied the
strategy of "slowly but surely", with thorough market research, the above strategies, Jollibee
has gradually asserted its name ,no less than domestic brands.

The expansion of the Jollibee store system in Vietnam has been stable over the years.

3. You have been hired by Jollibee as a consultant to advise them on their international
operations. What steps should they take? 

Determine the expansion location

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Jollibee's key objective is to strike a balance between expanding and lowering the company's
selling expenses. Opening many locations at the same time will raise revenue from the
business while decreasing the company's profit. It would be preferable if they concentrated
on one market at a time rather than numerous. 
Human resources are another crucial issue to consider. Jollibee provides rigorous training
programs for local shop managers and staff to transmit the essential skills, particularly to the
manager, for each new store opening in each new market. The shop manager is essential to
encouraging and regulating members in every Jollibee location. To avoid overstaffing or
understaffing, investigate human resources and workers in the foreign market, particularly in
the region or territory where Jollibee intends to expand its locations.
When extending the market in a new nation or area, do research on Jollibee's financial status
or find out the actual demands of consumers (low price comes with quality, loves fast food,....
v..v), therefore helping to enhance Jollibee's performance. 
Identify the difficulties of growing in a new location. For example, if we build additional
stores in Africa, we will need to research the economic, environmental, ethical, political, and
other difficulties that Africa faces. Propose the best ideas for brand development from there.

Market research:
Market research is to collect, synthesize, and systematically analyze information about the
market, such as statistics and customer opinions, to be able to make decisions with the aim of
finding opportunities for business. Jollibee entered a new market that already had famous fast
food brands like KFC or McDonald's. Through market research, one can find out the biggest
markets for Jollibee, the fastest growing markets, market trends and prospects, business
practices, and opportunities for Jollibee. Jollibee products. In addition, it allows Jollibee to
effectively narrow its vision and efforts to a certain area or scope. From there, it is possible to
set priorities for a specific target market, such as creating a new product based on the tastes of
customers in the market that we have identified. For example, when setting up a shop in
Vietnam, we can prepare fried chicken marinated with pure Vietnamese spices to attract
locals. Another thing, when researching the market, Jollibee can learn a lot about competitors
like KFC or Lotteria, including their strengths and weaknesses, mistakes and reasons for
success, so that Jollibee can develop strengths and learn from mistakes, and successfully
launch Jollibee into a new market.

Market research procedures that are appropriate must be created. Here are some of the
approaches we propose for conducting the most thorough research. 
Jollibee must conduct an investigation and conduct a survey of consumers using a smart
questionnaire that adheres to the established objectives. The more trustworthy the data
produced, the greater the scale studied. Then, the Joliibee moderator will conduct a
conversation among a group of individuals using a series of pre-written questions. After that,
we'll test new items in a few stores to see how they behave in real-world situations. This
allows you to fine-tune and polish your product, whether it's a pricing change or a more
appealing packaging design.
 
You should first perform a SWOT analysis of Jollibee to  identify  suitable markets with
business strengths and weaknesses. Below is an overview of Joillibee's SWOT analysis. One
of Jolibee's obvious strengths is its wide range of products. Jollibee offers far more menus
than its competitors, not to mention  that the recipes Jollibee uses are tested, safety tested and
meet global operating standards. One of the obvious weaknesses is that Jollibee has not yet
widely adopted the technology. Recent reviews suggest that Jollibee still uses traditional 
manual cooking methods. Although this method is good, it is time consuming and reduces the

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productivity of the process. Jollibee can make the factory more efficient by choosing the
latest technologically automated cooking methods and applying them to their brand menus.
Next is an opportunity, one of Jollibee's opportunities is to expand the market. Its unique taste
makes Jollibee a stopover for many consumers. And Jollibee plans to expand the global
market with the special taste of food. In the end, Jollibee's Challenge is to face global  fast
food giants such as McDonald's and KFC. This poses a really  serious threat to the brand as
Jollibee has to  constantly develop new products to optimize profits, drive marketing
initiatives and retain customers.
 
Selecting a location in a specific country
Jollibee's success or failure in growing the market will be determined by location selection
factors. For example, Jollibee's fast food company will be more popular around noon rather
than breakfast and evening. To attract a big number of consumers, Jollibee's outlets must be
positioned near enterprises, schools, or even densely inhabited areas. Some variables to
consider while selecting an appropriate site are listed below. 
 Choose a suitable center type: Jollibee is a fast food restaurant where we
may eat on the spot or order take-out, this I believe the placement of Jollibee's
store should be on the street so that people can readily see it. Furthermore, we
may open stores in huge shopping malls or near them so that clients who have
completed shopping can come in and relax.
 Poll the locals: This is an essential criterion. Through polling locals, Jollibee
may discover a lot of useful information, such as if this residential
neighborhood is interested in fast food or whether the stores in this area are
packed. 
 Traffic density: This criterion is likewise fairly specific; we need to know
how many automobiles are at the junction. You may also obtain pedestrian
metrics, which are critical for Jollibee in attracting the sort of convenience
consumers. 
 The level is seen: To attract consumers, you must let them know you are
present. They are able to see your store. End or corner positions are usually
better, which is why rents are higher in these areas. You may also build a huge
sign to let the public know what type of business you are in. Jollibee's fast-
food company, for example, is represented by the picture of fried chicken
thighs and fries.
 Walkways and parking: One of the criteria for choosing a location is to ensure
that our store has a convenient and sufficient parking space. Avoid streets that
use medians or one-way traffic. Customers usually prefer stores with parking
in front.

Branding
Jollibee identifies its target consumers through a competent management system, attentive
service, excellent food, and reasonable rates. The particular factor that builds the brand is
alertness and decisiveness in identifying target customers. are conventional families As a
result, all communication operations are centered on upholding family values, assisting
Jollibee in becoming a well-known family fast food restaurant brand. When it enters a new
market, Jollibee always contributes its own distinct traits. Jollibee's mission is to deliver joy
to all families, which serves as the foundation for the brand's long-term growth.

Marketing and promotional activities.

10
We will expand marketing efforts and promotions to strengthen the company's brand image
and distinguish Jollibee from rivals. To accomplish so, we must prioritize value, flavor, and
consumer pleasure. Furthermore, promotion money is managed at the local restaurant level,
while funding for regional and national initiatives is handled through advertising
cooperatives. Jollibee bears the production costs for some promotional endeavors.To attract
more locals, it is vital to research the cultural technique of the retail location. This will also
provide color to the brand. Everyone knows that the jollibee brand originates in the
Philippines, and chain stores in the Philippines all supply food service providers other than
the regular meals in the fulfillment unit. If you want to build a large database in an Asian or
American nation, you must first determine whether there is anything noteworthy about that
country's culinary culture, and whether it is a custom to cook and add to the menu.
We strive to provide great cuisine to each household. Not only must each Jollibee restaurant
focus on each item on the menu, but it must also adhere to industry service standards to
guarantee that every moment of a customer's meal is provided to the best of its abilities. We
will transform Jollibee into a children's birthday party location, not just a typical service.
We think that it is not essential to employ aggressive advertising techniques to target clients,
but we constantly endeavor to conquer the taste buds and, more importantly, to provide the
finest experiences for customers.

 
Recommend employee training plan
Another important area of Jollibee's international activity is its staff and management training
program. Training begins at the restaurant with live instruction and videotape. Restaurant
managers aspire to progress through a development program that includes classes in basic
and intermediate operations, management, and equipment. The assistant manager is eligible
for an advanced operations and management class.
 
Part 2: 
Covid- 19’s negative Impacts on International Business 
1. Impact of Covid-19 on importing and exporting
Directly affecting the import and export industry, many countries must close their borders
and stop trade with foreign countries. The operation of the border gate areas is closed, leading
to congestion here, the cost of preserving and transporting goods also increases, but the
product cannot be exported to the world of consumption, causing losses to the economy.
Business, economic damage to companies
For example, import and export activities in May 2021 were strongly affected by the fourth
wave of Covid-19 outbreaks in the country, affecting the production activities of some
enterprises in industrial parks in some industrial parks. The province is affected. It is
estimated that the export turnover of goods decreased compared to the previous month and
Vietnam had a trade deficit for the second month in a row.
 
It is estimated that in May 2021, the export turnover of goods will reach 26 billion USD,
down 2.1% compared to the previous month. Most products in the group of 6 key items with
export turnover of over 1 billion USD decreased or increased slightly compared to the
previous month, including: Phones and components decreased by 3%; electronics, computers
and components decreased by 5%; machinery, equipment, tools and spare parts decreased by
18%; textiles increased by 3.7%; Wood and wood products rose 0.1 percent.
 
In terms of imports, the total turnover in May early 2021 is estimated at 28 billion USD, a
slight increase of 0.8% compared to the previous month. The largest group of imports in May

11
was electronics, computers and components, which reached $5.2 billion, down 5.2 percent
from the previous month. In addition, some other "billion USD" import groups decreased or
increased slightly compared to the previous month such as machinery, equipment, tools and
spare parts reached 3.9 billion USD, down 0.6%; phones and components reached $1.3
billion, down 3.2%; Plastic reached $1.1 billion, up slightly by 0.5%.
 
As such, the balance of goods trade in early May 2021 is estimated to be a trade deficit of $2
billion, the second consecutive month of trade deficits, after April with a trade deficit of
$1.23 billion. In 5 months, total export turnover reached 130.94 billion USD, imports reached
131.31 billion USD. With a trade deficit of $2 billion in May, accumulated from the
beginning of the year to the end of May 2021, the trade balance of goods returned to a trade
deficit of $369 million while the same period in 2020 had a trade surplus of $3.9 billion.
 
2. Impact of Covid-19 on multinational business activities:
Heavily affected by Covid 19, multinational corporations and companies in the form of
service businesses have been closed for a long time, thus leading to complete closures in
some countries, due to the failure to access services. be able to pay rent and labor contracts to
employees. The sudden drop in demand caused supply to stop growing and even plummet.
The unemployment rate also increased, causing businesses to woe, production and business
activities to stop.
For example, in the first 6 months of this year, 70,209 enterprises withdrew from the market,
an increase of 24.9% over the same period in 2020. Specifically, the number of enterprises
suspending business in the first 6 months of the year was 35,607 enterprises. business, up
22.1% over the same period in 2020. There were 9,942 enterprises dissolved in the first 6
months of 2021, an increase of 33.8% over the same period in 2020. However, among these
enterprises, nearly 20% (1,953 enterprises) previously registered to suspend business for a
period of time, so the number of enterprises withdrawing from this market did not affect
economic growth in the first 6 months of the year.
 
3. Impact of Covid on international trade:
The serious impact of Covid 19 on international trade:
In light of the serious situation of the epidemic, the United Nations Conference on Trade and
Development assessed the extent of Vietnam's impact on Covid-19, especially in developing
industries due to the affected services. serious. As a result, growth has also slowed. During
the Covid pandemic, the immediate threat of economic collapse prompted developed
countries to take action. The government has increased spending on health and social
security, cut and renewed tax payments, created new mechanisms to replace wages in the
private sector and poured concessional loans to small businesses.
For example, with the recent outbreak in Southeast Asia, the region's recovery is likely to
slow in 2021 and 2022. Growth will accelerate by 2021, but slower than in other regions.
Traction in 2022 when tourism, transportation and services begin full operations. Vietnam
can support growth, employment and income with a larger cash aid program for
disadvantaged households without fear of inflation or negative impacts on the balance of
payments. The world economy will shrink by 3.5% by 2020 for developed countries, which
rely heavily on services, thus having a particularly serious impact. Growth in Southeast Asia
slowed by 3.9% due to loss of international tourism revenue, a decrease in private sector
investment and a decrease in activity in the construction and mining sectors. 
 
 
4. Impact of Covid-19 on financial instability and the problem of "financial bubbles":

12
Facing the risk of a sharp decline, reversing the economy when there is still no outstanding
prosperity around the world as well as the epidemic situation is still very complicated, still
can not find a solution. On the other hand, the "financial bubble" remains a terrible prospect
that economists fear and anticipate.
One of the leading consequences is the debt bomb, especially in developing countries,
although public debt pressures are not as great and explosive as in 2020, with the global debt
burden increasing by 365% - 370% of GDP by 2021. In addition, the bond default rate is
forecasted by Chinese experts to increase by 10%-30% between 2021 and 2022.
In addition, insufficient vaccine supply would also be a bad scenario, according to IMF
forecasts, as in 2020, FII inflows will be 25% lower (this figure amounts to $110 billion
globally), and of course, the financial context of LDCs will be significantly affected.
 
Financial market and institutional pressures are practically inappropriate, leading to the risk
of an "uncertain or uneven recovery"
The outbreak has led to economic pressures on inflation and rising interest rates, and the
solution to the epidemic in less developed countries remains weak.
The economic and health crisis caused by the COVID-19 epidemic caused global economic
growth in 2020 to fall by -3.3% compared to 2019 – the lowest level since 1930; The
recovery is forecast at 6% growth in 2021 and 4.4% in 2022 (IMF, April 2021).
 
5, The impact of Covid-19  on the global supply chain
The emergence of Covid-19 has had a significant and profound impact on the economies of
the many countries around the world, causing countries to experience a heavy recession. The
economic and social disruptions caused by the pandemic have dramatically reduced global
trade. In step with the planet Trade Organization (WTO), in October 2020, there was a
forecast that global merchandise trade would decline by about 9.2% in 2020, much less than
the trend before the pandemic occurred. . Also in October 2020, the International money
(IMF) forecast that global trade will shrink by 10% in 2020, the identical figure during the
2009 financial crisis. Meanwhile, the international organisation Conference The World
Organization on Trade and Development (UNCTAD) forecast in December 2020 that the
worth of worldwide goods trade will decrease by 5.6% compared to 2019. This is often the
year that the worth of world change goods has decreased the most since 2009, together with
more intense strategic competition for major powers, the COVID-19 pandemic has caused
many countries to re-evaluate their economic interdependence, strengthen their capacity for
self-reliance, nationalism, and trends. inward-looking, protectionists continued to extend.
Investment displacement, supply chain rearrangement, global value chain still be promoted
with the most motivation to disperse or reduce risks. Within the coming time, competition to
draw in investment and join the provision chain will happen more fiercely, especially among
developing countries with similarities in market, development level, technology and labor,
like Southeast Asian countries, India, Mexico, Turkey...
 

13
References:

Christopher A. Bartlett (2018) , "Jollibee Foods Corp. (B): Global Focus Harvard Business
Review Case Study

How does Jollibee beat competition (2019), Updated Wed, May 1 2019. [Online] Available
at 
https://www.cnbc.com/2019/05/01/how-jollibee-beat-competition-from-mcdonalds-to-build-
a-global-brand.html 

PESTLE of Jollibee [online] Available at https://embapro-

com.translate.goog/frontpage/pestelcase/14905-jollibee-foods?
_x_tr_sl=en&_x_tr_tl=vi&_x_tr_hl=vi&_x_tr_pto=sc&fbclid=IwAR3yEzPG5W8LoWiS4M
WxMVjmGpI2u5xJCeq68x4uCLThNnQZBihrEzOKT7c

Impact of Covid-19 on import and export (2021) [online] Available at 

https://www.gso.gov.vn/du-lieu-va-so-lieu-thong-ke/2021/06/dich-benh-phuc-tap-xuat-khau-
hang-hoa-giam-viet-nam-nhap-sieu-tro-lai/

Impact of Covid-19 on multinational business activities [Online] Available at

https://moit.gov.vn/tin-tuc/bo-cong-thuong-voi-doanh-nghiep/thay-gi-tu-70.209-doanh-
nghiep-rut-lui-khoi-thi-truong.html

Impact of Covid-19  on the global supply chain (2021) [Online] Available at : 

https://www.tapchicongsan.org.vn/media-
story/-/asset_publisher/V8hhp4dK31Gf/content/tap-trung-phuc-hoi-va-phat-trien-moi-chuoi-
cung-ung-chuoi-gia-tri-trong-va-sau-dai-dich-covid-19
 
 Philippine fast food specialist Jollibee hungry to expand in U.S., China
https://www.google.com/amp/s/mobile.reuters.com/article/amp/idUSKCN1VX2YG

Jollibee Struggling to Expand in U.S.

https://www.google.com/amp/s/www.latimes.com/archives/la-xpm-2002-sep-16-fi-
jollibee16-story.html%3F_amp%3Dtrue

Ong Jollibee muốn bay sang Mỹ

14
https://nhipsongdoanhnghiep.cuocsongantoan.vn/kinh-doanh-quoc-te/ong-jollibee-muon-bay-
sang-my-1570181.html

Khốc liệt thị trường thức ăn nhanh Việt

https://thanhnien.vn/khoc-liet-thi-truong-thuc-an-nhanh-viet-post1058517.html

Con đường đưa Jollibee trở thành đối thủ đáng gờm của McDonald\'s
http://fnbdirector.com/con-duong-dua-jollibee-tro-thanh-doi-thu-dang-gom-cua-mcdonalds-
bid177.html

 
Understand to success, Available at:
https://jollibee.com.vn/en/tin-tuc/jollibee-thau-hieu-de-thanh-cong

GROUP PARTICIPATION EVALUATION

Course name: Introduction to International Business No. INS202104

Course code: INS2021 Group: 5

No Full name Student Tasks Group Self

. ID evaluation evaluation Signature

1 Nguyễn Hải 19071289 Part 1

Anh problem 1,3

2 Nguyễn Part 1
Phượng Anh problem 2,3

3 Nguyễn Thị 19071342 Part 2

Hương Giang

4 Đỗ Thị Thuý
Hiền

5 Đoàn Thảo Part 1

15
 Linh problem 2,3

6 Vũ Minh
Ngọc

7 Nguyễn Đào 19071453 Part 1

Ngọc Nhi problem
1,3 

8 Nông Dương 19071495 Part 1

Thanh problem 2,3

16