STRATEGIC MANAGEMENT PAPER:
JOLLIBEE FOODS CORPORATION
Mr. David Achacoso
Submitted by:
Patricia Alcantara
Cara Galima
Jae Hwan Lee
CHAPTER I
INTRODUCTION
CHAPTER II
CHAPTER III
MISSION – VISION STATEMENT ANALYSIS
Mission
To serve great tasting food, bringing the joy of eating to everyone.
Vision
We excel in providing great tasting food that meets local preferences better than anyone.
We provide superior dining experience, through FSC (Food, Service, Cleanliness) excellence
in every encounter.
We are the most cost efficient restaurant company in our business segments, allowing us to
price at the most popular levels.
Our people are passionate about their work and thrive in a high performance culture.
We strive to become a model corporate citizen by being relevant to the communities we serve.
Our brands are either #1 or #2 in each of our market segments.
It is the vision of JFC to become one of the three largest and most profitable restaurant
companies in the world by 2020.
Review of the Current Mission and Vision
JFC's vision is currently designed to summarize the aspirations of the company to develop an
international presence, as evidenced by the statement that "It is the vision of JFC to become one
of the three largest and most profitable restaurant companies in the world by 2020." The vision
also emphasizes the key aspects of the fast food business that is important to Jollibee, namely
product quality "We excel in providing great tasting food that meets local preferences better than
anyone.", customer satisfaction "We provide superior dining experience, through FSC (Food,
Service, Cleanliness) excellence in every encounter.", and service excellence "We strive to
become a model corporate citizen by being relevant to the communities we serve.”. The major
weakness of the vision is that its ideas are presented in a disconnected manner, lacking clarity in
the way it is stated although there is no need to for it to be revised as such major aspirations of
the company is clearly stated and unified as presented.
plausible chance of success
JFC has a probable chance of achieving its
vision : “It is the vision of JFC to become one
of the three largest and most profitable
restaurant companies in the world by 2020”
focused concept
the vision appears to be a combination of varied
aspirations of the company with lack of unity in
presentation
noble purpose
the purpose of JFC's vision is noble as
evidenced by: "excellence in every encounter"
and "we strive to become a model corporate
citizen by being relevant to the communities we
serve"
The mission manifest JFC's purpose that distinguishes better product quality "serve great
tasting food" and customer satisfaction "bringing the joy of eating to everyone". However, it
doesn't quite capture what the business is about as a whole. If evaluated using the criteria of
designing a mission statement, it would not be able to satisfy the components needed in
establishing a good mission statement.
products and services
the products and services of jollibee are not
clearly stated since "great tasting food" is too
broad
concern for public image
the mission statement did not mention whether
the company is responsive to social, community
and environmental concerns
markets
the mission statements does not indicate JFC's
commitment to growth and financial soundness
technology
the mission does not indicate whether JFC is
technologically current
philosophy
the mission only partially reveals the values
upheld by JFC "bringing the joy of eating". It
does not summarise the basic beliefs, values,
aspirations and ethical priorities of the company
customers
the customers of JFC is not clearly specified, as
"community" is too broad
self-concept
the mission statement does not clearly state the
competitive advantage of the company
nation building
the mission statement did not indicate the
company's contribution to nation-building
concern for employees
the mission did not state whether the employees
are valuable assets of the company
Revised Vision
By year 2020, Jollibee will establish itself as a global brand leader that represents Filipino
excellence in product taste, customer satisfaction and service quality in the quick
service restaurant industry.
Revised Mission
Jollibee provides its customers with superior fast food products and services that satisfies the
taste of customers worldwide
Jollibee is committed to continued growth, as it expands its operations in the Philippines and
international markets
Employing the latest advances in technology and social networking, Jollibee provides new
ways for customers to gain information about the company's products and services.
Jollibee provides a family oriented atmosphere, where concern for the individual happiness
of customers are given with utmost importance
Jollibee distinguishes itself from the competition by being a distinctly Filipino fast food
chain, the one that truly understands the tastes and preferences of Filipinos
As a corporate citizen, Jollibee is committed to give back to its host communities through
meaningful and lasting socio-civic works
Jollibee recognizes the value of its employees by providing a just and fair compensation and
benefits packages in the fast food industry, while providing modern and
comprehensive training programs
Review of Revised Mission and Vision
Vision
plausible chance of success
By year 2020, Jollibee will establish itself as a
global brand leader that represents Filipino
excellence in product taste, customer
satisfaction and service quality in the quick
service restaurant industry.
focused concept
leader that represents Filipino excellence in
product taste, customer satisfaction and service
quality in the quick service restaurant industry.
noble purpose
represents Filipino excellence
Mission
products and services
Jollibee provides its customers with superior
fast food products and services that satisfies
the taste of customers worldwide.
concern for public image
As a corporate citizen, Jollibee is also
committed to give back to its host
communities through meaningful and lasting
socio-civic works.
markets
Jollibee provides its customers with superior
fast food products and services that satisfy the
taste of customers worldwide.
technology
Employing the latest advances in technology
and social networking, Jollibee provides new
ways for customers to gain information about
the company's products and services.
philosophy
Jollibee
provides
a
family
oriented
atmosphere, where concern for the individual
happiness of customers are given with utmost
importance.
customers
Jollibee provides its customers with superior
fast food products and services that satisfy the
taste of customers worldwide.
self-concept
Jollibee distinguishes itself from the
competition by being a distinctly Filipino fast
food chain, the one that truly understands the
tastes and preferences of Filipinos.
nation building
As a corporate citizen, Jollibee is also
committed to give back to its host
communities through meaningful and lasting
socio-civic works.
concern for employees
Jollibee recognizes the value of its employees
by providing a just and fair compensation
and benefits packages in the fast food industry,
while providing modern and comprehensive
training programs.
CHAPTER IV
EXTERNAL ANALYSIS
EXTERNAL ANALYSIS
A. ECONOMIC FORCES
The Philippines is among the fastest-growing economies in Southeast Asia. The
Philippine Government focuses on economic growth, accelerating employment on a
massive scale, and reducing poverty.
According to Asian Development Bank (ADB), strong domestic demand and increased
government spending helped sustain high levels of economic expansion in the Philippines
throughout 2015.
Threat: Inflation gained pace late in the year 2014
Inflation gained pace late in the year, rising to 1.1% due to an increase in LPG prices,
upward electricity rate adjustment, transitory increase in food prices due to Typhoon
Nona and the weaker peso. In a research note issued in early December, Barclays
predicted inflation would rise to 2.4% in 2016, due in part to a modest anticipated
increase in fuel costs and the potential impact of the El Niño weather pattern on
agricultural prices.
Opportunity: Growth of OFWs
Number of Deployed Overseas Filipino Workers
2012
2013
2014
2,083, 223
2,241,854
2,391,152
This helps local fast-food chains to establish internationally for Filipino workers.
Opportunity: Unemployment rate lessened
Unemployment rate fell to 6.5 percent in 2015, according to the Philippine Statistics
Authority
Opportunity: Positive ratings outlook and investors are more comfortable in investing in
proven fast-food chains.
The stability of the Philippine economy urged ratings agency Fitch to revise its outlook
for the country from stable to positive in late September. The agency also affirmed the
Philippines' long-term foreign- and local-currency issuer default ratings at “BBB-” and
“BBB”, respectively, maintaining the country’s investment-grade standing. The
expectations that the positive economic and fiscal trends will continue for the next one to
two years.
Opportunity: Investors are more comfortable in investing in proven fast-food chains.
Threat: Weakening of the value of peso
Peso weakens by 5.2% in 2015 due to global uncertainties brought about by the
slowdown in the Chinese economy, the devaluation of the Chinese yuan, and the prospect
of rising US interest rates.
Opportunity: Strong domestic consumption
The country has strong fundamentals and derives a larger percentage of growth from
domestic consumption. Additionally, according to Philippine Statistics Authority, almost
45% of Household Final Consumption Expenditures in 2015 is attributable to
consumption of Food and Non-alchoholic Beverages.
Opportunity: Local chains are steering in a new competitive era
While many international chains are struggling to retain their footing on key markets,
local chains have become serious strategic competitors. Asian foodservice categories are
anticipated to see significantly more growth than other categories over the next five
years, and local chains are well positioned to take advantage of this demand.
Threat: Stock market trends
Trading started to go down in the second half, after US Federal Reserve Janet Yellen
signaled the starting of monetary tightening. Concerns about the weakening Chinese
economy also contributed to the market’s decline.
BPI Securities chief executive officer Michaelangelo Oyson said the PSEi could hit
between 7,600 and 8,200 in 2016 on election-related spending and increased government
expenditures
Opportunity: Growth of the GDP trend
The Philippines is expecting growth of 6.1% next year as robust domestic demand and
election spending are seen to offset weaker trading and slow public spending. The
economy’s high dependence on domestic demand will likely insulate it from the ongoing
global trade recession.
The country’s strong services sector gives it “steady footing” as external trade in goods
and overseas workers’ remittances grow weak, the economist said, while household
consumption and pre-election trends are seen to make up for weak public spending.
B. SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES
Opportunity: Population growth/ Growing middle class
Euromonitor says that in 2030, the population of the Philippines will reach nearly 128
million. Population growth will be driven by increases in all age clusters with
predominantly fast growth in the 60+ age groups. However, the Philippines will remain a
massively young country in 2030 with 71.4% of the population aged 40 years or under.
The urban population will overtake the rural population for the first time in 2016 and by
2030 it will make up 56.3% of the population.
Another factor is the Philippines’ growing middle class, many of whom are likely to
trade affordable full-service restaurants at the expense of fast food.
Opportunity: Growth on home delivery sales
The fast-food industry has seen an improvement in the share of delivery sales as
compared to eat-in sales in the past year. In 2010, delivery sales contributed 28% of total
Philippines consumer foodservice value sales, which denote a rise of 8% in comparison
to 2009 actual revenues.
Opportunity: Filipino consumer preference towards value­for­money goods and services
In a study conducted by Euromonitor International, Filipino consumers identified value
for money as an important goal when buying food and restaurant products. 91% percent
of their respondents noted that quality of products comes first and the price ranked
second with 86% in food purchase decisions. Filipinos are into purchasing value-formoney goods and services.
Information obtained as Mang Inasal for example, offers unlimited servings of rice. Mang
Inasal continues to meet the customer’s satisfaction by providing high quality and value
in relation to cost goods and services.
Opportunity: Increased development of shopping malls in provincial areas
The country’s top three retailers, Ayala Land Inc., SM Prime and Robinsons Land, are
expected to launch more shopping malls and account for the bulk of the new retail space
this year through 2018 on the back of rising incomes. Aside from expansion in Metro
Manila, developers are also exploring more opportunities in the provinces and
neighboring cities. “One example is the SM City Seaside in Cebu with a gross floor area
of 472,400 sqm. SM City Seaside is also slated to be among the world’s largest shopping
malls once it opens in 2015,” the report said.
Opportunity: Convenience and experience are primary growth drivers
Filipinos of different social classes are leading hectic lifestyles. This pushes them to go
for products which provide convenience. As such, ready meals and foodservice are
prevalent meal preferences among busy individuals. Also, most impressive growth
opportunities globally are being driven by demand for convenience, like of retail
foodservice or home delivery.
In the recent years, the food service sector has posted strong growth and is expected to
continue doing so over the next years. It is so because time­pressed consumers utilize
restaurants as a convenient and time­saving alternative to cooking food at home.
According to Kantar World Panel, 78% of Filipinos preferred food that was convenient to
eat or prepare, while 80% of respondents indicated that they prefer food establishments
that have short cooking times.
Threat: More foreign brands are expected to enter full-service restaurants in the
Philippines.
According to Euromonitor, the number of foreign brands continues to grow in consumer
foodservice in the Philippines as local companies tend to favor the launch an international
brand over the creation of a home-grown one. In addition, an established foreign brand is
offering better prospects for success as less effort is required to build the brand in the
Philippines nowadays. American brand Applebee’s is already among those that should be
marked as major competitor as Global Restaurant Concepts Inc. confirmed its launch in
the country during the first quarter of 2015. The company is also reported to be in
discussions with four other international companies, including one which owns a burger
restaurant. The enthusiasm that foreign brands make among consumers who are looking
for variety is likely to encourage more companies to bring in more international
foodservice brands rather than create a home-grown one. International brands are also
perceived as providing a more authentic version of a particular cuisine, which makes
them an alternative places for consumers craving a particular food.
Threat: Growing numbers Street Stalls/Kiosks in the Philippines
Food truck markets are expected to continue operating in the Philippines over the forecast
period. More capitalists are expected to be attracted to investing in food trucks due to the
relatively small investment that it entails. Also, consumers are expected to be consistently
drawn to food truck markets due to the unique experience they provide. These are
expected to be popular destinations, especially among food bloggers and young adults
who like to go on food adventures with their friends and take pictures with unique food
and distinctive places.
Threat: Increased health consciousness in the Philippines
Prosperity from the growing economy across Asia has seen a shift in local appetite from
staple grains toward more meat, fish and other foods. The research report on the
“Philippines Food and Drinks Market: Emerging Opportunities” attributed the rise in the
demand for health food and drinks to the growing young affluent population, rising
disposable income and increasing consumer awareness of health and safety concerns.
Filipino population regarded themselves as conscious in their health and well-being as
they started to pay more attention regarding to their food intake.
Threat: Increased in natural and human­induced disasters, calamities or disturbances
The Philippines was fourth in the world among countries hit by the highest number of
disasters over the past 20 years, according to the United Nations Office for Disaster Risk
Reduction (UNISDR). A total of 274 disasters were recorded in the Philippines from
1995 to 2015. The information comes from The Human Cost of Weather Related
Disasters report covering weather-related disasters from 1995 to 2015. The Philippines is
also among the top 10 countries with the highest absolute number of affected people, with
130 million.
The report found that 90 percent of major disasters were caused by weather-related
events. A collaboration by the UNISDR and the Centre for Research on the Epidemiology
of Disasters (CRED), the study reports that 606,000 people died and 4.1 billion people
were injured or left homeless because of the aforementioned disasters. Economic losses
are a major development challenge for many least developed countries battling climate
change and poverty.
C. POLITICAL, GOVERNMENTAL AND LEGAL FORCES
Opportunity: Improved Food Safety Standard according to Republic Act No. 10611 or the
“Food Safety Act of 2013”
An act to strengthen the food safety regulatory system in the country to protect consumer
health and facilitate market access of local foods and food products, and for other
purposes.
Threat: 3% decrease in the corruption perception index of 2015
In the study conducted by Transparency International in which a country or territory’s
score indicates the perceived level of public sector corruption on a scale of 0 (highly
corrupt) to 100 (very clean). A country's rank indicates its position relative to the other
countries in the index. Year 2015's index includes 168 countries and territories.
Philippines ranked 95 with the score of 35 out of 100 which is 3% lower than 2014’s 38
out of 100. Despite of President Aquino’s anti­corruption drive, investor services might
disapprove even if there is an improvement in the investor confidence of the country.
D. TECHNOLOGICAL FORCES
Opportunity: Rampant use of social networking in the Philippines
Both and beyond the Jollibee food industry, some of the technological advances will
serve to improve the experience both for the industry and for the patron. Yet with every
new advance comes a new challenge, and with technology moving faster these challenges
can seem insurmountable. It allows the patrons to find restaurants, rate them, and decide
where they want to spend their money when they go out to eat. It allows restaurant
owners to be more efficient and effective in the areas they feel can be streamlined.
In 2011, the Philippines has shown a rapid rise in the number of users of social
networking sites such as Facebook. As of March 2015, the Philippines ranks 7th in the
world with highest Facebook penetration.
Distribution of Facebook users according to age bracket.
Opportunity: Significant growth of internet retailing
Internet retailing will remain to experience strong growth over the projected period as
more Filipinos are expected to be drawn to the method due to the convenience, wide
selection of products and attractive promotions that retailers will continue to provide.
More payment options will also be made available to encourage more consumers to shop
via the internet. Innovations such as cash/credit card payments of food delivery &
delivery to another address system.
E. COMPETITIVE FORCES
I.
ADVERTISING
Jollibee – Needs improvement in advertising strategy as compared to
McDonald’s although it focuses on family values and delicious but affordable
products. Recent use of highly popular loveteam.
Aside from promoting a family oriented work environment, the brand’s values also
reflect on their advertising and marketing. Jollibee knows their target audience very
well: the traditional family. All communication materials focus on the importance of
family values, making Jollibee the number one family fast food chain in the
Philippines and a growing international QSR player. In addition, Jollibee stresses the
affordability of their products. Recently, JaDine, a popular loveteam in the country
appeared in their tv commercial. The company has their own official website where it
can help them in offline marketing for them to reach a multitude of potential
customers. In addition, The Jollitown is a show whose objective is to attract kids and
promote their products through them.
McDonald’s- Excellent marketing and advertising strategies through the years.
The company has gained firm brand identification in the country through it excellent
marketing and advertising efforts. In 2009, the advertising agency of McDonald’s,
DDB Philippines, garnered numerous awards for their McDonald’s campaigns. DDB
won 6 Bronze trophies for Film with entries that include Grab and Go Breakfast
“Cook,” “Hold This Please,” and “McDonald’s First Love.” They also won in the
category of best use of mixed media for “Burger Burger” and Best Outdoor campaign
for McDonald’s clock. The “Burger Burger” campaign garnered 3 silver trophies as
well for its outstanding integrated multimedia campaign. The strong advertising and
marketing strategies of McDonald’s has pushed it to the second spot in terms of fast
food brand identification in the Philippines. According to Euromonitor, Filipinos
continue to identify more with Jollibee but McDonald’s Philippines has started to
make inroads in getting the Filipino customers’ attention through Filipino-themed
marketing campaigns such as “Love ko ‘to.” (Tan, N.A)
In 2015, McDonald’s Philippines won the inaugural Digital Marketer of the Year and
Digital Advertiser of the Year. The company won 4 bronze awards under the
Campaign category, 3 awards under Effective Campaign category and “Business
Results Excellence” award under Special awards.
In addition, the company is known for using highly popular artists, sports figures and
loveteams such as AlDub, Enrique Gil, Nino Muhlach, Luis Manzano, Toni and Alex
Gonzaga, Jessy Mendiola and Jeric and Jeron Teng.
The McDonalds objectives in advertising are to make people aware of an item, feel
positive about it and be sentimental about it. The McDonalds first love commercial
was aired 2009 where it gave the consumers to remember their nostalgic childhood
memories by using the backdrop of memorable Eraserheads song Ang Huling El
Bimbo which was also became Top Ten Philippine Advertising Campaign in 2009.
KFC – Focuses on introducing and promoting their products. Weak advertising
campaigns.
KFC continues to struggle to connect with general masses which comprise a large
portion of fast food consumers. KFC ranks 3 rd in brand identification tests of fast food
chains in the Philippines. According to Euromonitor, the company lags behind
Jollibee and McDonald’s in terms of brand equity. One of the reasons as to why the
company fails to connect to Filipino consumers is because the focus more on the
introduction and strengths of its product rather producing a heartwarming
commercials which attracts mostly the Filipino people.
II.
PRODUCT QUALITY AND TASTE
The researchers conducted survey covering 200 participants. The following questions
were asked:
TABLE E
Category
SURVEY RESULTS
Jollibee McDonald’s
KFC
1. Fried Chicken
50%
10%
39%
2. Burger
47%
38%
17%
3. French Fries
21%
50%
29%
4. Spaghetti
84%
16%
-
5. Ice-cream/Desserts
14%
80%
6%
6. Serving size
58%
15%
27%
7. Product variety & mix
58%
19%
23%
8. Overall taste
50%
25%
24%
Additional studies related to the topic:
JOLLIBEE
Jollibee ranked first in the overall food quality and taste among Filipino consumers
according to an independent consumer food panel testing conducted by Datamonitor
in 2011. Chickenjoy also reaped the highest percentage among chickens offered by
competitors. Spaghetti and burgers also garnered a favorable rating.
MCDONALDS AND KFC
McDonalds and KFC followed Jollibee in the ranking as they tied second in the
survey. McDonald’s product such as Big Mac and Chicken McDo had positive
satisfaction rating of 74% and 70% respectively. KFC’s Zinger, Hotshots and KFC
chicken also garnered a favorable satisfaction rating of 75%, 70% and 70%,
respectively.
III.
PRICE COMPETITIVENESS
TABLE F
PRICE COMPARISON BETWEEN
JOLLIBEE, MCDONALD’S AND KFC
Category
Jollibee
McDonald’
s
KFC
1. Chicken
Php 75
Php 79
Php 85
2. Spaghetti
Php 50
Php 52
Php 50
3. Plain burger
Php 29
Php 31
Php 35
4. Regular fries
Php 29
Php 33
Php 36
IV.
NUMBER OF STORE LOCATIONS
JOLLIBEE
JFC has a total store network of 2,951 stores worldwide as of March 31, 2015. In the
Philippines, JFC’s store network totals to 2,335: Jollibee brand 869, Greenwich 216,
Chowking 419, Red Ribbon 334, Mang Inasal 452, and Burger King 45. Abroad, it
operates 616 stores: Yonghe King 313, Hong Zhuang Yuan 43, and San Pin Wang, 53,
all in China, Jollibee 123 (USA 32, Vietnam 60, Brunei 12, Saudi Arabia 10, Qatar 3,
Kuwait 3, Singapore 2 and Hong Kong 1), Chowking 47 (US 19, UAE 20, Qatar 5,
Oman 2 and Kuwait 1), Red Ribbon US 34 and Jinja Bar US 3.
MCDONALDS
McDonald’s has grown to have more than 33,000 restaurants all over the
world. Today, McDonald’s has grown to become one of the country’s leading fast
food chains with more than 460 restaurants nationwide.
KFC
-No data providedV.
SPEED AND QUALITY OF SERVICE
JOLLIBEE
Jollibee highlights the need for quick and good quality of service. The crew are
trained to be professional and approachable at the same time. Through this they
developed a welcoming and family-oriented approach in serving their customers.
They conduct comprehensive training programs that seek to improve their ability to
serve consumers at the shortest possible time. Though they have shown great
emphasis in the need for quick and good quality of service, there have been reports
and experiences that shows Jollibee’s slow service due to inexperience & inadequate
number of crew members as well as the process time of orders especially in peak
hours.
MCDONALD’S
McDonald's emphasizes to its customers that it is committed in providing optimal
service quality and speed. It has also an advantage in improving customer service
through advance technology. According to customer services at McDonald's, every
customer receives an accurate, personal and timely response from their feedbacks.
Employees trains to deal with complaints effectively through tools and resources.
Nonetheless, there are still ordinary problems and feedback from the customers. They
pointed out the members of the crew for not being courteous and such.
KFC
KFC introduced an ordering and claiming system so that service and quality would be
improved. But consumer reports show that due to inefficient crew members, KFC
suffers from slow service. Though KFC introduced a new system to improve their
quality of service, there is a need for the company to improve their crew members.
VI.
PRODUCT VARIETY AND MIX
JOLLIBEE
Jollibee has expanded its menu with the introduction of new rice meals such as the
Garlic Pepper Beef meal, Reese’s and Hershey’s Mix-In, Amazing Aloha Champ,
Ultimate Burger Steak, Garlic Bangus, and the reintroduction of Peach Mango Pie.
Jollibee also provide a large set of food choices from breakfast meals to desserts.
Their breakfast meals offer classic Filipino foods such as hotdog, beef tapa and
longganisa.
MCDONALD’S
McDonald’s Philippines has introduced a innovative line of deserts that aim to please
customer’s needs. The new products include: the Oreo Overload McFlurry, the
Double Hot Fudge Sundae, the Double Hot Caramel Sundae, Green Apple Sprite
Float, Waffle cone w/ caramel Toppings and large Strawberry/Ube McDips. They also
offer a wide variety of cafes such as McCafe Iced Mocha, McCafe Double Choco
Frappe, and McCafe Strawberry Smoothie. However, as McDonald’s focuses on
launching new deserts and drinks, it continues to lag behind other competitors in
terms of rice meals.
KFC
KFC has recently diversified their product line-up with the introduction of the Cheezy
Bacon Fest that includes a Pasta Bowl, Zinger, Twister, Chik’n Fillet, Cheezified
Baconized rice meal, and a bucket of fries which is topped by cheese and bacon. They
also introduced Korean Bibimbap and Texas Barbeque. They also introduced new
flavours of KFC Krushers, its line of drinks, which include Rockin‟ Road, Kookies
n‟ Kream and Mixed Berries.
VII.
FINANCIAL POSITION
JOLLIBEE
The total assets of Jollibee Corporation as of 2014 is Php 54.11 billion with a
recorded liabilities of Php 26.04 billion. Revenues coming from sales is Php 86.20B
while cost of sales reached Php 73.72B. Net income is recorded at Php 5.48B. Based
from the financial statements presented by Jollibee, it can be seen that their financial
position is very strong as their sales, and assets are continuously increasing. This
conclusion can also be derived at good financial ratios of the company.
MCDONALD’S
McDonald’s restaurants are franchised in the Philippines through Golden Arches
Development Corporation. GADC has recorded revenues of Php 18.74 billion, Php
15.97B and 13.92B in the years 2014, 2013 and 2012, respectively. Costs and
expenses are recorded at 17.64B which resulted in a net income of Php798M in 2014
while a Php 788M net income in 2013 and 694M in 2014.
KFC
-No financial statements provided-
VIII. EFFECTIVE SOCIAL MEDIA MANAGEMENT/STRONG ONLINE
PRESENCE
PORTER’S FIVE-FORCES MODEL
Entry of new entrants - LOW
1. Difficulty in brand switching in
relation to new entrants
2. High proprietary knowledge
3. Control over access to distribution
channels
4. Large capital requirements
5. Large economies of scale
6. Well-established brands
Bargaining power of buyer MODERATE
1. Low switching costs
2. Availability of information
3. High availability of close substitutes
4. Small volume of purchases per
customer
5.Strong brand identification
6. Large number of customers
Bargaining power of supplier - LOW
1. Large number of suppliers/providers
2. Suppliers’ lack product
differentiation
3. Suppliers’ are in favor of powerful
customers.
Threat of substitution - HIGH
1. Low switching costs
2. Availability of healthier options
3. Growing numbers Street
Stalls/Kiosks
Rivalry among competing seller HIGH
1. Industry is concentrated but many
competing firms
2. Low product differentiation
3. Mergers and acquisition are common
in the industry
4. High exit barrier
A. ENTRY OF NEW ENTRANTS – LOW
Fast-food industry in the country has set barriers to entry that help well-established
companies preserve a favorable position in the industry and take good advantage of it.
The following barriers to entry are included in the analysis:
1) Difficulty in brand switching relative to new entrants as well-established brands
are in place
Brand identification is prevalent in many different industries in the Philippines
nowadays. Powerful fast-food restaurants such as Jollibee, McDonald’s and KFC
are already operative in the country and these QSRs are very aggressive and have
established name and customer loyalty over the years. Unless the entrants are
renowned competitors outside the country, it will be difficult for new players to
enter the market.
2) High proprietary knowledge
Established fast food chains have recognized trademarks that constrain other
companies from making use of specific food preparation techniques. For example,
the gravy of KFC which is one of their well-known recipes is a secret that cannot
be copied by other fast food companies. Other proprietary knowledge includes
processes and operations techniques, marketing plans, salary structure and details
of its computer systems. Time-honored QSRs are already familiar with the flow of
processes and methods used in running operations that a possible new entrant may
lack.
3) Control over access to distribution channels
Ms. Margot Aissa Tan, marketing development manager of Jollibee Foods
Corporation, revealed in an interview that the control over distribution channels in
the fast-food market is high. This made it difficult for new players to enter the
industry. According to her, fast food distribution in the Philippines is hindered by
poor transportation facilities, poor infrastructure and the high cost of power and
the lack of infrastructure support. Small fast-food chains are more susceptible to
the inefficiencies in the distribution system since they have not yet established a
firm channels of distribution. In contrast, giant fast-food chains have already
established distribution channels in various ways such as partnerships with
individual investors and entrepreneurs who are encouraged to build new franchise
outlets.
4) Large capital requirements
5) Large Economies of Scale
Also, according to Ms. Tan, the fast-food industry is marked by large economies
of scale, which is defined as the cost advantage that arises with increased output
of a product because of the inverse relationship between the quantity produced
and per-unit fixed costs as these costs are proportioned over a larger number of
goods. As such, a large fast-food chain, which buys inputs in bulk can take
advantage of transportation costs and maximize the fixed costs associated with
processing raw materials to produce a salable goods.
B. BARGAINING POWER OF BUYER – MODERATE
Bargaining power of buyers in the fast-food industry employs a moderate threat as
consumers are able to affect the pricing and quality of goods and services but the effect is
neither high nor low. The following poses risks to players in the fast-food industry:
1) Low switching costs
Various fast-food chains’ customers find it easy and inexpensive to switch to
alternative brands due to the proximity of fast-food restaurants in terms of
location, price and product ranges.
2) Availability of information
The flourishing utilization of internet and social media made it easier for
consumers to access and gain information regarding the goods and services they
want to acquire. These information helped them form effective and convenient
course of actions. They can access and make information about food quality
ranking, service/performance evaluation, location and ambiance analysis that will
either help or destroy a company’s reputation. These information readily available
over the internet increases the bargaining power of customers.
3) High availability of close substitutes
According to Euromonitor, food trucks/kiosks are expected to continue operating
in the country. The report also showed that capitalists are expected to incline on
investing in food trucks due to the relatively small investment it requires.
Consumers, especially, food bloggers and young adults are also expected to be
enticed to food truck markets due to the inexpensiveness and uniqueness of
product and services they provide as taking pictures and sharing it online has
become customary.
Also, canteens, cafeterias, and other budget-friendly eateries, as well as cooking
at home located at various places are booming. Cooking at home is also another
choice for customers as Filipinos are accustomed at eating inside their homes.
This also increases the customers’ discretion on whether and when to buy their
products.
Although there are factors that increases the bargaining power of consumers, there
are some other factors that lower the bargaining power of the buyers. The
following factors are included in the category:
4) Small volume of purchases per order
Customers of the fast-food giants in the Philippines often purchase small volume
of goods in each transactions. On average, a typical Filipino consumer only
spends approximately P100 per transaction in a fast-food chain. Although
customer purchases poses a significant proportion of output of the industry, the
large number of consumer scope makes it difficult for a single consumer to affect
the services of fast-food chains.
5) Strong brand identification
Filipino consumers are known for patronizing well-known brands whether it is a
food chain or an apparel brand. Consumers prefer buying goods and services at
brands in which they have grown up with. With this, continuous strong
performance of established brands such as Jollibee and McDonald’s is evident.
Strong brand identification among Filipinos decreases their bargaining power.
6) Large number and diversified types of customers
The number of customers of the fast-food industry as well as the diversified and
large scope in social classes of consumers lower their bargaining power. Due to
the unbiased customer focus of these fast-food chains, the industry is able to
increase their customer scope. Filipinos in all upper, middle and lower classes are
considered buyers of this type if industry.
C. BARGAINING POWER OF SUPPLIER – LOW
Players in the fast food industry have thousands of suppliers to choose from given
that the Philippines is an agricultural country.
1)
Large number of suppliers/providers
According to Ms. Tan, fast food chains can easily shift to another supplier
whenever they feel dissatisfied with the quality of inputs provided by the current
supplier. Since the materials needed by fast food chains, which include chicken,
buns, meat, vegetables, ketchup are easily available from various suppliers, fast
food companies can quickly switch suppliers in instances where the current
supplier is not at par with the quality standards set by the fast food company or
whenever conflicts arise. Due to large availability of suppliers and inputs in the
market, the bargaining power of suppliers is reduced.
2)
Suppliers lack product differentiation
Fast-food industry have low product differentiation that the raw materials they
need are the same throughout the operations and the same among the fast-food
chains. Similarly, suppliers of this industry have little variation in their products.
Close substitutes are available nationwide as the country if full of agricultural
lands and farms. In fact, according to Philippine Statistics Authority, agricultural
production grew by 0.11% on an annual basis while livestock production
increased by 3.83% in 2015. The poultry sector’s output expanded by 5.74
percent. Due to the lack of differentiation among raw materials the suppliers
provide, their bargaining power is low.
3)
Suppliers are in favor of powerful customers
82,697
81,804
80,796
2012
2013
2014
According to Ed F. Limtingco on his article on PhilStar in 2012, “the sustained
positive growth of the industry during the last decade can be attributed to the
robust performance of the restaurant sector, particularly the fast food subsector
given that approximately 80 percent of the restaurants in the country are classified
as fast food.”
Among fast-food chain players, local operator Jollibee Foods Corporation leads
among the fast-food brands through its wide portfolio with a value share of 31%
according to Euromonitor. Other important players include Golden Arches Dev
Corp (with the McDonald’s brand), Ramcar Inc. (Mister Donut and KFC) and
Philippine Seven Corp (7-Eleven).
With the large percentage share of giant fast-food chains in the composition of
fast-food industry, the suppliers’ bargaining power decreased because most of its
supplies are bought by these renowned fast-food chains.
D. THREAT OF SUBSTITUTION – HIGH
1) Low switching costs
Various fast-food chains’ customers find it easy and inexpensive to switch to
alternative brands due to the proximity of fast-food restaurants in terms of
location, price and product ranges.
2) Availability of healthier food options
Nowadays, customers have fancy living a healthy lifestyles such as proper food
diet and routinely exercises. Some customers in this industry converted from
eating at fast-food restaurants due to the health hazards associated with eating
processed foods as well as the dietary influences it promote such as obesity. With
these, availability of healthier food options exposes a great threat to the industry.
3) Growing number of street kiosks/stalls
Food alternatives such as streets stalls/kiosk such as Mercato in Bonifacio Global
City, Eastwood Malls and Farmers Market are prevalent these days. Small
restaurants in Lilac and Maginhawa are also dominant nowadays. These street
stalls poses a threat as large variety of food options are now available in the
market. These alternatives are especially attractive to working adults and college
students.
E. RIVALRY AMONG COMPETING SELLER – MODERATE
1) Many competitors but Industry is concentrated
Since 80% of the restaurant industry is comprised of fast-food chains and 31% of
this is comprised of Jollibee Food Corporation and the remaining 69% are
comprised of McDonald’s, Mister Donut, KFC and 7-Eleven, industry is said to
be concentrated as majority of market share is held by these food chains firms.
With only a few organizations holding a large market share, the competitive
landscape is moderate.
2) Product differentiation
Fast-food industries sells commodities (food) which are not differentiated in
nature. Thus, customers can easily switch from one brand to another making the
competition higher.
3) Mergers and acquisition are common in the industry
In the Philippines, Jollibee Foods Corporation is the most aggressive fast-food
corporation as it eyes for investments and acquisition of subsidiaries. They
already own Chowking, Greenwich, Red Ribbon Bakeshop, Mang Inasal and
Burger King. This makes competition higher.
Max’s Group on the other hand owns, Pancake House, Krispy Kreme, Yellow
Cab, Teriyaki Boy and Sizzling Steak.
4) High exit barrier
Fast food operators capitalize greatly in non-transferable fixed assets in their
operations/production resulting in higher exit barriers. An example of a nontransferable fixed asset used by fast food operators includes the special
convection oven used by Jollibee to cook their recently introduced chicken
barbecue. The convection oven costs approximately P5 million and is specifically
used to cook the chicken barbecue. Due to large investment in non-transferable
fixed assets among fast-food operators, there is a high exit barrier.
CHAPTER IV
INTERNAL ANALYSIS
A. MANAGEMENT
I.
PLANNING
Strength: Store network expansion and boosting information technology
capabilities.
The company will continue accelerating their investments in building their
organization capability primarily in store network expansion and in information
technology. Mr. Tanmantiong said JFC looks forward to another historical
milestone with the planned opening of 300 new stores worldwide -- of which 100
will be overseas, the bulk to be situated in China.
II.
ORGANIZING
Strength: Family-friendly and supportive work culture.
A family-oriented approach to personnel management, making Jollibee one of the
most admired employers in the region with an Employer of the Year Award from
the Personnel Management Association of the Philippines, Best Employer in the
Philippines Award from Hewitt Associated and a Top 20 Employer in Asia citation
from the Asian Wall Street Journal.
III.
MOTIVATING
Strength: Establishment of strong core values in business practices.
Through the years, JFC has formed its foundation from good business practices
and strong core values of
a. Respect for individuals - recognize diversity and show consideration
towards different cultures and beliefs.
b. Teamwork - We work together to achieve our objectives, knowing that
we are stronger as a team than in our solo efforts.
c. Spirit of family and fun - JFC is a place where every employee feels
part of the family and experiences a sense of community and fun that
makes work enjoyable.
d. Humility to listen and learn - Regardless of how big we grow, we hold
dear to us the openness and humility to improve ourselves.
Strength: Holding events to nurture teamwork and employees’ work
performance.
Promoting Jollibee’s Eight Values through launching a series of culture-building
events such as staff activities, staff forums, and the Dawang Award where it
recognized employees promoting the company’s core values and best practices at
work.
Mang Inasal formally gave recognition to outstanding employees as well as topperforming agents through the Mang Inasal Service Excellence Awards. These
efforts resulted in an impressive employee engagement score which showed a
marked improvement from 2012.
IV.
STAFFING
Strength: Helping farmer become entrepreneurs and directly supply fresh
produced to the company through the FEP.
FEP continued to enable smallholder farmers to become entrepreneurs and
directly supply fresh produce to institutional markets. In 2014, FEP assisted more
than 900 farmers from 27 farmer groups nationwide. Farmer clusters were
accredited as JFC suppliers for onions, tomatoes, bell peppers, chili peppers, and
calamansi leading to increased incomes. Records show that farmers delivering to
JFC can earn up to five times more compared to markets.
V.
CONTROLLING
Strength: Implementation of Golden Standard Training.
YHK comprehensively implemented Golden Standard Training across all stores
and conducted frequent audits in order to guarantee food safety procedures and
quality processes.
Strength: Strong franchise system.
The company reinforced its organizational strength through values integration and
enhancement workshops and business partners’ assemblies for increased franchise
engagement.
At present, there are more than 900 Jollibee stores worldwide and more than half
of these are operated by franchisees. However, demand does not wane and
opportunities still abound in various markets both domestic and international.
Jollibee proves to have a strong leadership in the market. Such leadership is
proven by being the #1 Employer in the Philippines. In addition, awards such as,
being the only Philippine Company that made it to the top 20 of Asia’s Best
Employers list, ranking #16 in the survey made by Hewitt Associates, as cited in
the Far Eastern Economic Review and The Asia Wall Street Journal. They also
ranked 3rd among Asia’s Most Admired Companies in 2000 and were cited as #1
in Overall Leadership among Top Ten Philippine Companies. They were also
named the “Global Growth Company” by the World Economic Forum. Moreover,
they are recognized as The Most admired corporation in the Philippines by Asian
Wall Street Journal Review 200 for 7 consecutive years (1998-2004)
Strength: Observance and focus on Food, Service, Cleanliness and
Conditions.
The company focused on FSC (Food, Service, Cleanliness and Conditions)
improvement in the stores, which resulted to growth of FSC-certified stores from
50 percent (2013) to 78 percent (2014) and Gold-Certified Stores, from 8 percent
to 25 percent. This commitment to quality has kept Mang Inasal a well-loved
brand, a commitment it continues to live up to year after year.
Strength: Proper implementation of strategies to achieve goals.
Overall plans on achieving the goal of the company are also effective as JFC was
among the Asia’s Fab 50 in Forbes List. According to PhilStar, the company is on
the list for the second time on the back of strong sales of about $2.04 billion in
2014
B. PRODUCTIONS/ OPERATIONS
I.
PROCESS
Strength: Efficient manufacturing and distribution facilities.
Efficient manufacturing and distribution facilities located at Pasig City, Cebu city
and the central site in Laguna which is the biggest and most advanced in the
country and among Asia’s bests. These factories are operating 24/7 to support the
supply-chain.
Strength: Modernization of equipment.
Installation three-tier picking tower equipped with pallet and carton live storage,
where non-perishable supplies, such as utensils and condiments, are stored for
dispatch.
Strength: Development of new systems.
New system that enables faster picking and deployment for the company that is
more responsive to the needs of its stores. The system also aided JFC’s plans to
consolidate multiple supply chains into one facility in a cost-effective way, laying
the groundwork for the company’s expansion plans.
Strength: Expansion and acquisition of commissary facilities.
The expansion and modernization of commissary facilities to address the need for
increased capacity and improvement in operating efficiency and production costs
in the manufacturing, warehousing and distribution infrastructure.
Jollibee operates a total of 20 commissaries worldwide: 13 in the Philippines,
three in China, three in the United States and one in Vietnam. It builds these
commissaries to supply food products to its restaurants, making its supply chain
more efficient while assuring food quality and safety.
Strength: Sufficient raw materials and production of supply.
No supply issue because it has sufficient raw materials, finished products and
product capacity to meet the consumer demand.
II.
CAPACITY
Strength: Sufficient commissary facilities to support its supply chain system.
Jollibee operates a total of 20 commissaries worldwide: 13 in the Philippines,
three in China, three in the United States and one in Vietnam. It builds these
commissaries to supply food products to its restaurants, making its supply chain
more efficient while assuring food quality and safety. The 3 major commissaries
in the Philippines are operating 24/7 that manages Jollibee’s total supply chain
process.
Strength: Equipments can match the demand for supply.
The chicken marination line can produce as many as 150,000 pieces a day while
about 480,000 hamburger patties a day is turned out by the frozen patty line. The
breadline is designed to match the volume output of patties that is also about
480,000 pieces a day.
III.
INVENTORY
Strength:
Jollibee Foods Corporation's annual raw materials increased from Dec. 2012
$59M to Dec. 2013 $79M and increased from Dec. 2013 $79M to Dec. 2014
$134M.
Strength: The central kitchen improved and standardized HZY’s raw materials
and cooking sauces. This was followed through with an effort to equip all
restaurants with standardized operating processes for each individual dish.
Weakness: Pressure of higher raw material prices.
Continued to bear the pressure of higher raw material prices with their impact on
operating margins.
IV.
WORKFORCE
Strength: Giving recognition to outstanding employees as well as top-performing
agents resulted in an impressive improvement.
Strength: The Dawang Award where employees are recognized in promoting the
company’s core values and best practices at work.
Strength: Competent and professional staffing system.
A professionally staffed Technical Services Team supports the maintenance of an
internationally accepted quality management system that further ensures the
quality and safety of the commissary manufactured food products. High caliber
teams from Engineering, Human Resources, Information Management, Finance
and Accounting likewise provide support to the Manufacturing and Logistics
operations of the Commissary.
V.
QUALITY
Strength: Yonghe King comprehensively implemented Gold Standard Training
across all stores and conducted frequent audits in order to guarantee food safety
procedures and quality processes.
Strength: Yonghe King winning the Top Brand in Chinese Quick Service
Restaurant Industry of China Brand Power Index award for four consecutive
years; the Seven Star Awards for Outstanding Contribution in Food Safety &
Public Health for three consecutive years and the Sincerity Service and
Satisfactory Brand Award on March 15, 2014 for three consecutive years.
Strength: In 1997, the commissary in Pasig earned the Outstanding Industrial
Plant in the National Capital Region from the Laguna Lake Development
Authority and the Most Improved Industry awarded by the Sagip Pasig Movement
while Commissary Plant Engineer Romy P. Fernandez was awarded as one of the
Top Ten Most Outstanding Pollution Control Officers of the Philippines.
2004 is a banner year for Vismin Foods Corporation (VFC) who has been
assessed and certified by the National Meat Inspection Commission of the
Department of Agriculture, to have fully met the requirements and standards of
Good Manufacturing Practice, reinforcing the commissary’s “AAA”
accreditation granted by the same agency.
Weakness: Chinese quick service restaurant (QSR) industry as sales from highend and western QSR restaurants declined due to food safety issues.
TABLE A
Various
Strategies
Implications of Various Strategies on Production/Operations
Strengths
Weaknesses
1. Low-cost
provider
Products are standardized or readily Becoming too fixated on reducing
available from many suppliers. It costs and ignoring buyer interest in
provides lower overall costs than additional product features.
rivals and appealing to a broad
spectrum of customers, usually by
under pricing rivals.
Adopt labor-saving operating methods
2. A highquality
provider
Use online systems and sophisticated More
expensive
and
efficient
software to achieve operating equipment with highly skilled worker
efficiencies. Make greater use of which requires higher wages.
online technology applications.
3. Provide great Technological
change
and Slow response to customer demands
customer
product innovation are fast-paced.
and services that the customer needs.
service
Well-trained teams that work in a
culture of integrity and humility, fun
and family-like. Every Jollibee outlet
welcomes customers with a clean and
warm in-store environment and
friendly and efficient service.
4. Be the first to Being the first to introduce new Has higher research and development
introduce new
products can serve as a barrier to cost
products
entry.
It may be more difficult for new
entrants to enter the market with a
similar food item. The most familiar
brand may capture the market for that
particular type of food product.
5. Minimize
layoffs
Family oriented approach to
human resource management.
Company’s Code of Ethics and
Business Conduct itself serves as a
guideline towards their goals.
No employee shall be suspended,
dismissed, laid-off or discharged
except for a just or authorized
cause provided by law and after
due process serves security.
C. MANAGEMENT INFORMATION SYSTEM
Managers use an MIS to create reports that provide them with a comprehensive
overview of all the information they need to make decisions. MIS can provide
managers with everything they need to make highly informed decisions and
perform in-depth analysis of operational issues. An MIS can collect nearly any
type of information managers require such as financial datas. It can also facilitate
communication and performance within the company. Improve business
performance since they have detailed information on their business environment
and their decisions reflect the company position in the marketplace.
Jollibee Food Corporation’s information system is continually being improved.
On August 1, 2014, JFC’S migration to a new system for an accelerated business
growth has resulted in temporary slowdown in sales order taking, product loading
and dispatch of transportation.
All users undergone training to maintain the system. MIS is the only major that
focuses on both business processes and information technology. Food industries
like JFC hires MIS professionals as a web developer, business analyst or systems
developer. Requirements as a candidate must possess at least a Bachelor’s/College
Degree in Engineering (Computer/Telecommunication), Engineering (Industrial),
Computer Science/Information Technology or equivalent.
D. MARKETING
I.
CUSTOMER ANALYSIS
Strength: Brand name reputation.
Strong brand identification as it received numerous awards like 2012’s Readers
Digest Most Trusted Brand in the family restaurant category, the President’s
Award. It was also awarded as Most Admired Company in the Philippines by Wall
Street Journal Asia in 2009. It was also cited by the travel magazine Travel +
Leisure as one of the world’s best fast food chains, the only Philippine company
to be included in the list.
Strength: Primary targets are the Filipino kids and families that is attractive to all
social classes.
Strength: Food is a necessity.
Basic needs refers to those fundamental requirements that serve as the foundation
for survival. Access to the basic needs of life, including shelter, food, and clothing
is necessary to the development of a strong community and a necessary precursor
to individual self-sufficiency.
Strength: Time consciousness of consumers due to work/ school demands.
Consumers, especially students & employees, have limited time allotted for
breaks during school/work. The quick service and budget friendly approach of
Jollibee Foods Corporation addresses such problem.
Strength: Jollibee topped Strat Polls’ poll as the preferred fast-food chain.
According to Strat Polls, 72.8% of those surveyed chose Jollibee as their preferred
fast-food chain as against to its rival McDonald’s who obtained only the 2nd spot.
Weakness: Health consciousness of consumers.
Consumers are becoming aware of a healthy diet and the consequences of eating
processed foods.
Weakness: Market distribution is too concentrated in Luzon.
Market distribution is too concentrated in Luzon comprising 70% and only 14%
and 11% in Visayas and Mindanao, respectively. *approximate
Weakness: Local competitors open stores in the same places where Jollibee
networks are located.
II.
SELLING PRODUCTS
Strength: Primarily targeting Filipino families & values
Strength: Offers variety choices of foods.
Strength: The location of outlets are constructed at places where a large number
of customers gather such as schools, malls and workplaces. Also, in other
countries, branches are constructed at central places to promote accessibility to a
greater customers.
Weakness: Food coupons are rarely produced compared to rival McDonald’s. In
fact, some brands of the company does not even offer discounts/ coupons.
III.
PRODUCTS AND SERVICE PLANNING
Strength: Recipes truly capture local tastes that is unlikely to be found in
competitors.
Strength: Menus across the world accustomed to local preferences to differentiate
it from other standardized players like McDonald’s and KFC who maintain the
same menus worldwide with minimal changes.
Strength: Store layout, menus and mascots are very appealing to kids and familiar
to Filipino families.
IV.
PRICING DISTRIBUTION
Strength: Affordable and value-oriented pricing
E. FINANCE/ ACCOUNTING
TABLE C:
FINANCIAL RATIOS
2014
2012
2013
EPS
3.58
4.45
4.96
ROE
18.33%
21.38%
21.56%
ROA
9.22%
10.62%
10.71%
Current Ratio
0.94
10.62
10.71
48.9%
50.1%
Debt Ratio
Receivables
Turnover
27.66
27.56
16.94
Inventory
Turnover
21.29
21.09
15.47
Company
Industry
44.92
35.67
Valuation Ratio
P/E Ratio (TTM)
Growth Rates
Sales – 5yr growth rate
13.59
9.58
Capital Spending- 5yr growth rate
15.81
14.62
Current Ration (MRQ)
1.36
1.24
LT Debt to Equity (MRQ)
12.31
51.85
Total Debt to Equity (MRQ)
18.94
67.87
Interest Coverage (TTM)
387.15
77.05
5.70
4.22
Receivable Turnover
21.19
90.96
Asset Turnover
18.46
36.41
Inventory Turnover
1.80
1.38
Return on Assets- 5 yr average
10.08
5.75
Return on Investment- 5 yr average
16.09
8.23
Return on Equity – 5 yr average
19.81
11.81
Financial Strength
Profitability Ratios
Net Profit Margin- 5 yr. average
Efficiency Ratios
Management Effectiveness
TABLE D
Receivables
FINANCIAL STATEMENTS
2012
2013
3,082,872,678
7,621,193,252
Working Capital
1.18
1.26
Total Assets
54,118,679,600
46,026,634,113
Total Liabilities
26,040,658,079
22,665,694,036
2012
2013
2014
Net Sales
67,493,953,521
76,313,489,585
86,209,777,710
Net Income
3,711,995,652
4,722,806,527
5,488,941,506
Weakness: Accounts receivables balance doubled.
The dramatic increase of 147.21% in receivables account is due to slower collection period of
receivables as reflected from the 10.59% decrease in receivables turnover. The ability of the
company to meet its current obligation is also positive as working capital ratio was able to yield
a +1 result.
Strength: Net sales and net income continuously increasing.
Net sales increased by 13.07% in 2013 and by 12.97% in 2014. This is practically due from
higher volume of customers and purchases per store. Their brands’ healthy sales growth
translated to strong profit growth for the company which increased by 14.78% in 2014.
Strength: Jollibee Foods ranked 1st in the Asia’s top fast-food companies in terms of Asia
Pacific sales in 2013
Strength: Positive investment consensus forecast.
According to Financial Times Ltd., average annual growth rate is +14.20%. As of Jan 09, 2016,
the consensus forecast amongst 12 polled investment analysts covering Jollibee Foods
Corporation advises that the company will outperform the market. This has been the consensus
forecast since the sentiment of investment analysts improved on Oct 16, 2015. The previous
consensus forecast advised investors to hold their position in Jollibee Foods Corporation.
2012
2013
2014
Operating
8,237,963,925
9,219,500,197
2,862,428,217
Financing
(2,168,992,899)
(3,880,163,473)
644,653,684
Investing
(3,883,708,435)
(4,288,943,532)
(5,798,023,969)
Cash & Cash
Equivalents at
the end of the
year
8,848,591,584
9,903,877,068
7,618,473,267
Cash inflows from operating activities are mainly coming from income. However, receivables
and inventories greatly affects the cash outflows. Outflows from receivables are recorded at
(214,752,618), (324,828,093) and (4,543,770,222) in 2012, 2013 and 2014 respectively. While
outflows from inventories are (940,056,121) in 2013,
(2,413,958,938) in 2014.
Cash outflows from investing activities are due to the continuous expansion of the company such
as acquisition of assets to which the company spent P5,045,474,419 in 2014 and P3,907,875,891
in 2013. The company also spent P277,484,623 in 2014 in investment properties while nil in the
years 2012 and 2013. Proceeds from disposal of property, plant and equipment and investment
properties resulted in a higher cash inflow of P291,195,603 in 2014 compared to P50,662,989
and P41,766,889 in 2013 and 2012 respectively.
CHAPTER IV
STRATEGY FORMULATION
A. SWOT MATRIX
STRENGTHS
SWOT
WEAKNESSES
S1
Store network expansion and W1 Pressure of higher raw material
boosting information technology
prices.
capabilities
S2
Family-friendly and supportive W2 Chinese quick service restaurant
work culture.
(QSR) industry as sales from highend and western QSR restaurants
declined due to food safety issues.
S3
Establishment of strong core W3 Health consciousness of consumers.
values in business practices.
Consumers are becoming aware of a
healthy diet and the consequences of
eating processed foods.
S4
Holding events to nurture W4 Market
distribution
is
too
concentrated in Luzon comprising
teamwork and employees’ work
70% and only 14% and 11% in
performance.
Visayas and Mindanao, respectively.
*approximate
S5
Helping
farmer
become W5 Local competitors open stores in the
entrepreneurs and directly supply
same places where Jollibee networks
fresh produced to the company
are located
through the FEP.
S6
Implementation
of
Standard Training.
S7
Reinforcement of organizational W7 Accounts
strength
through
values
doubled.
integration and enhancement
Golden W6 Food coupons are rarely produced
compared to rival McDonald’s. In
fact, some brands of the company
does not even offer discounts/
coupons.
receivables
balance
workshops/ assemblies.
SWOT
S8
Observance and focus on Food,
Service,
Cleanliness
and
Conditions.
S9
Affordable
pricing
and
value-oriented
S10 Efficient
manufacturing
distribution facilities.
and
S11 Modernization of equipment.
S12 Development of new systems.
S13 Expansion
and acquisition of
commissary facilities.
S14 Sufficient
raw materials
production of supply.
and
S15 The
location of outlets are
constructed at places where a
large number of customers gather
such as schools, malls and
workplaces. Also, in other
countries,
branches
are
constructed at central places to
promote accessibility to a greater
customers.
S16 Equipments
can
demand for supply.
match
the
SWOT
S17 Jollibee
Foods Corporation's
annual raw materials increased
from Dec. 2012 $59M to Dec.
2013 $79M and increased from
Dec. 2013 $79M to Dec. 2014
$134M.
S18 The central kitchen improved and
standardized HZY’s raw materials
and cooking sauces. This was
followed through with an effort to
equip all restaurants with
standardized operating processes
for each individual dish.
S19 Giving recognition to outstanding
employees as well as topperforming agents resulted in an
impressive improvement.
S20 The
Dawang Award where
employees are recognized in
promoting the company’s core
values and best practices at work.
S21 Competent
and
staffing system.
professional
OPPORTUNITIES
THREATS
O1
Growth of OFWs
T1
Inflation gained pace late in the year
2014
O2
Unemployment rate lessened
T2
Weakening of the value of peso
O3
Positive ratings outlook
T3
Stock market trends
O4
Entrepreneurs/ Investors are more
comfortable in investing in
proven fast-food chains.
T4
More foreign brands are expected to
enter full-service restaurants in the
Philippines.
O5
Strong domestic consumption
O6
SWOT
T5
Growing
numbers
Street
Stalls/Kiosks in the Philippines
Local chains are steering in a new
competitive era
T6
Increased health consciousness in the
Philippines
O7
Growth of the GDP trend
T7
Increased in natural and human­
induced disasters, calamities or
disturbances
O8
Population growth/
middle class
T8
Improved Food Safety Standard
according to Republic Act No. 10611
or the “Food Safety Act of 2013”
O9
Growth on home delivery sales
O10
Filipino consumer preference
towards value­for­money goods
and services
O11
Increased
development
of
shopping malls in provincial areas
O12
Convenience and experience are
primary growth drivers
O13
Improved Food Safety Standard
according to Republic Act No.
10611 or the “Food Safety Act of
Growing
2013”
O14
Rampant use of social networking
in the Philippines
STRENGTH - THREAT
STRATEGIES
WEAKNESS - THREAT STRATEGIES
SWOT
S8T4,T
6,T8
Focus on food service, cleanliness W1- Jollibee should not be focused on
and safety of the consumers
T7 only one supplier of raw materials
S9T4
Food products must be at people W2- Increase awareness of food safety
reach/budget and taste
T8 issues in every branch
S15T5
Jollibee must add more branches
STRENGTH - OPPORTUNITY
STRATEGIES
W3T6
Expect a good quality of raw
materials that is part of their menu
W4,
W5T5
Produce coupons and public attention
through advertisements
WEAKNESS - OPPORTUNITY
STRATEGIES
S12
O14
Develop
system
S8O13
Focus on food safety issues by W2, Improve quality tasting food products
doing monthly rounds
W3- and promote the quality through
O13 advertisements
S15
O12
Build Jollibee outlets near in W4- Increase development of Jollibee
places with a great number of O4, outlets on developing cities and
consumers
O11 provinces
S5,
S14
O2,
O4
Increase the number of suppliers
on local markets
S9O9,
O10
,O1
2
Add delivery crews for a faster
delivery time
S19,
S20
-O2
Improve training programs and
promote impressive employee
recognition
a better
and faster W1- Choose local market suppliers with
O10 good quality raw materials and
produce quality of food products
B. THE STRATEGIC POSITION AND ACTION EVALUATION MATRIX (SPACE)
FACTORS THAT MAKE UP THE SPACE MATRIX AXES
FINANCIAL POSITION (FP)
RATINGS
Net Sales increased by 13% and 14% in the year 2013 and 2014, respectively and
4.01 greater than the average industry growth sales.
6.0
Larger company capital spending rate of 15.81 as against to the industry’s 14.62
which reflects.
4.0
Current ratio is greater than the average industry by 0.12.
5.0
Debt to Equity Ratio is relatively lower than the industry average by 39.54
2.0
Due to the low D/E Ratio of the company, Interest Coverage Ratio is 500%
greater than the industry average.
4.0
Net Profit Margin is 5.70 compared to the industry average of 4.22
7.0
Efficiency Ratios such as RTO and ATO is considerably lower than the industry
average by 430% and 197%.
2.0
Inventory Turnover is greater than the industry by 30%.
5.0
Management Efficiencies Ratios are generally higher than the industry by 200%.
7.0
COMPETETIVE POSITION (CP)
RATINGS
Jollibee is the number 1 most preferred fast-food chain in the Philippines.
-1.0
Weak advertising strategy as compared to McDonald’s.
-4.0
The company ranked 1st in the food quality and taste surveys.
-1.0
Edges other competitor as they provide the largest serving size and cheapest food
provider.
-1.0
Jollibee tied with other competitors when it comes to speed and quality of service
in store branches.
-5.0
Jollibee offers a wide variety of food selections and frequently updates their menu
as compared to other fast-food chain players.
-2.0
In the Philippines, Jollibee Foods Corporation occupies 31% of fast-food chain
market shares.
-1.0
Threat of substitution in the industry is high due to low switching costs.
-6.0
STABILITY POSITION (SP)
RATINGS
The growth of Overseas Filipino Workers.
-2.0
Strong domestic consumption in the country that is attributable to expenditure on
food and non-alcoholic beverages.
-1.0
Consumer convenience, experience and preference towards value-for-money
goods and services are primary growth drivers.
-1.0
Growing number of full-service restaurants and street food stalls.
-6.0
Rampant use of internet and the growth in internet retailing.
-1.0
High availability of close substitutes.
-6.0
Increase in natural and human induced disasters/calamities
-3.0
High technological changes
-2.0
INDUSTRY POSITION (IP)
RATINGS
Difficulty in entering the fast-food market as large capital requirement is needed
and compete with these large players
6.0
The opening of new shopping centers in the country provides additional
opportunities for consumer foodservice brands to expand their consumer scope.
5.0
Local food chains are steering into a competitive era.
6.0
Profit potential is high as 78.9% of total revenue produced in the restaurant and
hotel industry came from the food sector.
6.0
High proprietary knowledge
6.0
CONCLUSION
FP Average is……… 4.67
CP Average is……... -2.63
SP Average is……... -2.75
IP Average is……… 5.80
Directional Vector Coordinates: x-axis…. -2.63 + 5.80 = 3.17
y-axis…. -2.75 + 4.67 = 1.92
The bank should pursue an Aggressive Strategy
Jollibee’s directional vector is towards the aggressive quadrant of the SPACE Matrix.
This means that the organization is in an excellent position in utilizing its internal
strengths.
As depicted below and in the computation shown above, the x and y-axes are in close
proximity with one another. This suggests that the company has strong financial position
and has achieved major competitive advantages in a stable and growing industry.
Aggressive strategies are appropriate in the quadrant that Jollibee belongs to. Backward
integration, related diversification and market development are some examples applicable
in this quadrant.
STRATEGY PROFILE
(3.17,1.92)
D. BOSTON CONSULTING GROUP MATRIX (BCG)
RELATIVE MARKET SHARE POSITION
High
1.0
High
Medium
0.50
Low
0
+20
(.59, 12.96)
Medium 0
Low
INDUSTRY
GROWTH RATE
-20
Relative market share position…….. 63.618%
Industry growth rate……………….. 12.96%
Jollibee Food Corporation had a total sales of Php 86,209,777,710 as compared to the total
industry sales of 135,509,985,635. A total of Php 76,313,489,585 sales was recorded in 2013.
This resulted in a value of 63.618% RMS and an industry growth rate of 12.96%. Divisions with
a high relative market share and a high industry growth rate should obtain substantial investment
to sustain or strengthen their dominant positions. Forward, backward, and horizontal integration;
market development; and product development are appropriate strategies for these divisions to
consider.
Jollibee’s high related market share of 63.618% is a sign that the company is not falling behind
their competitors in the industry. This kind of information clearly shows that the company have a
best long‐run opportunities for growth & profitability.
C. INTERNAL-EXTERNAL MATRIX
I
II
III
IV
V
VI
VII
VIII
IX
High
3.00- 4.00
Medium
2.00- 2.99
Low
1.00- 1.99
Strong
3.00-4.00
Average
2.00-2.99
Weak
1.00-1.99
TOTAL WEIGHTED SCORES:
IFE 3.63
EFE 3.60
The total weighted scores for both IFE and EFE are 3.63 and 3.60, respectively. As
indicated by the positioning of the circle, internal key factors are strong while external
strengths are high. Grow and Build strategies such as backward integration,
diversification, product and market development are appropriate.
It is suggestive for Jollibee Foods Corporation to acquire or invest on other international
brands or enter new markets worldwide. Another strategy Jollibee may apply is Related
Diversification because switching costs in the fast-food industry is very minimal. Adding
other segments such as cafes, international section & healthy section will greatly
influence the company’s sales. Seeking ownership or increased control of a firm’s
supplier will also be helpful as cost savings.
D. GRAND STRATEGY MATRIX
RAPID MARKET GROWTH
WEAK
COMPETITIVE
POSITION
STRONG
COMPETITIVE
POSITION
SLOW MARKET GROWTH
Jollibee Food Corporation has strong competitive position and is operating in a rapid growing
market thus putting it in an excellent strategic position. The company may focus on the following
appropriate strategies:
•
Market Development
•
•
•
•
•
Market Penetration
Backward Integration
Forward Integration
Horizontal Integration
Unrelated/ Related Diversification
Out of the suggested strategies, the following strategies are extracted as these are deemed most
appropriate strategies:
•
•
•
•
Market Development
Backward Integration
Product Development
Related Diversification
6.EFFICIENT MANUFACTURING AND
DISTRIBUTION FACILITIES AND
EQUIPMENT/ MANUFACTURING
COMPETENCE
7. STRONG BRAND
Due to the increasing number of Filipinos working abroad, and the rise of Jollibee brands
globally, JFC should introduce products abroad. Concentrated areas such as China, Middle East
and United States may be the focus. In addition, the company has excessive suppliers as the
country produces masses of agricultural products. Costs related to purchases of raw materials and
hiring of services may decrease because of this strategy. As the food industry grows, the
competition gets stiffer. Many competitors, big or small, may become a threat to the company’s
INTERNAL WEAKNESSES
1. SLOWDOWN IN SALES ORDER
TAKING, PRODUCT LOADING AND
sales. As such, Jollibee should develop or improve present products and services to eliminate
such risks and maintain their competitiveness position. Related diversification, as consumers
nowadays are fond of peculiarity, Jollibee may opt to add new but related products. They may
EXTERNAL OPPORTUNITIES
1. LOCAL FOOD CHAIN ARE STERRING
IN A NEW COMPETITIVE ERA
2. GROWTH OF DELIVERY SALES
add café rooms to compete with the growing numbers of coffee shops around the globe and the
McCafe of McDonald’s. They may also add healthy sections & salad bars as health becomes a
priority to consumers today.
QSPM
MARKET
DEVELOPMENT
PRODUCT
DEVELOPMENT
RELATED
DIVERSIFICATION
EXTERNAL THREATS
1. INFLATION GAINED PACE LATE IN
THE YEAR 2014 AND IS EXPECTED TO
INCREASE BY 2% IN 2016
E. QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)
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