Jollibee Case Study Essay

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

Pump and Dump: The Rancid Rules of the New Economy Essay

                  Mr. CEO was very efficient when he requested a report on the study of organizational culture in the company. The shared knowledge in an organization concerning the rules, norms and values that shape the attitude, and the behaviors of the organization’s employees are termed as the organizational culture. Organization culture has its components in the business that helps the culture to be successful in its functioning. In addition, organization should have a strong culture and try its best ways to maintain the culture of efficiency in the organization business performance. An organization also develops different steps to ensure that the newcomers in the group will easily fate themselves in the organization culture. The study of organizational culture and change is discussed based on the theories in chapter14 of Wolf of Wall Street video.                  In this chapter, corporate culture has a number of facets that are derived from its definition, the key one being culture; that is the shared knowledge among the associates of the organization (Cameron11). Employees learn about the most vital aspects of the shared experience through other employees of the association. Moreover, culture being a common knowledge amongst the employees, this shows that members of the organization indeed understands and have a degree of consensus on the definition of culture. The second facet of the organizational culture is that culture informs the employees about the rules, norms, and values surrounding the organization and also helps the employees to answer some questions concerning the organization for instance; what kind of behaviors are appropriate or inappropriate at the workplace?                     The last facet of organizational culture is that it natures and reinforces confident employees attitude and acts by creating a structure of control over all the employees in the organization(Tillman18).Organizations have three chief components concerning their culture, and they include; observable relics, adopted values, and fundamental underlying notion. Group culture components are usually compared with the theory of an onion since some components are readily visible and apparent; these are denoted to be the skin of the onion since people can observe and make their understanding of the organization. While the other components that are inside the organization remains to be a mystery and are referred to be the inner part of the onion since it is until they peel off the cover in order to gauge the values and assumption that are beneath the organization.                  The first component that is the observable artifacts is manifested by the culture of the organization that the employees can easily see or talk about on their own. The artifacts supply the signals that are interpreted by the employees in order to gauge their personal behavior when working. In addition, the artifacts provide primary means of transmitting to the organization culture to its workforce. Artifacts are of different types that include; symbols that conveys the message to the people, physical structure; that are the buildings in the association and designs of the internal office. The last type of the artifacts is the rituals that are planned on weekly routines and practiced in the organization.                   The other component is espoused values, which include beliefs, philosophies, and norms. These values are explicitly stated by the great organization of companies, for example of an espoused value is the one found in the corporate constitution of Calgary-based EnCana Corporation. The last component is the basic underlying assumption which are the fixed beliefs and attitudes that are ingrained in order for the employees to act upon them rather than basing their questions on validity of their behavior in a specified situation. The assumptions represent the deepest and the minimum visible part of the acquired knowledge, and it may not be apparent even to the organizational veterans.                   The chapter14 of this movie describes organizational culture through its components and its culture along various dimensions (Harrison23). Organizations culture is characterized by two theories that are solidarity and sociability. The degree in which group members think and act similarly is termed as solidarity while sociability represents how employees show friendship to one another. On these two dimensions, lower organization experience both dimensions in a fragmented culture whereby employees are distant and disconnected from approaching each other. While, on that organization that has cultures in which employees think similarly, but they are unfriendly to each other, this culture is considered to be mercenary cultures and the organization are likely to be so political in nature.In addition, there is networked culture whereby employees are friendly to each other but thinks differently and does their work personally. The last organization culture is th e communal culture in which the organizational is built of the friendly employees who have the same thoughts in their actions.                  Not all organizations have high culture although most of the organization seems to strive for one culture. A high culture exists when its employees agree with the way things are supposed to run the organization, and their behavior should be subsequent to that expectation. Indeed, a high culture plays a role to unite and gives directions to the employees. Weak cultures originate due to disagreement among the employees on matters of how things are supposed to be done. This shows that it has nothing that it can add to the unity of the employees or even direct their attitudes and doings.                  In accordance to the chapter14 of the video, a culture is tested when the founders of the organization and the original employees start to novice and hire fresh members (Robbins9). If these new employees fail to fit in the organization, the culture weakens or differentiates. Two theories that can conspire to keep the culture strong that is through attrition or socialization. For example, in ASA framework, states that potential members will be fascinated by the organization whose cultures matches their character. This means that the some potential job candidates would not smear due to perceived dearth of fit. On the other hand socialization that is defined as primary process through which employees learn the social knowledge that higher them the understanding and adoption of the organization culture. This knowledge aids the employee to adopt quickly and specialize in the organization culture more readily than other new members.                After cultures are established and maintained in an organization, they tend to persist over a long time until bad news concerning the culture may occur (Lewis46). The bad news can lead to the culture failing to fit in the organization. In order to change a culture, there is the primary process that involves three phases that include, unfreezing; initiative can be amended, and refreezing. These steps would be based on the problems associated with the culture for example, if it is about unfreezing, the issues concerning the customer’s complaints on the product quality should be checked since it may trigger awareness about the company’s culture problems.                In assumption, according to the Wolf of Wall Street, organization acquired knowledge extremely contributes to the efficiency and effectiveness of the organization. Organization culture theories aid the people to understand the organization since it conveys signals that are easily interpreted by the employees on their socialization. It would recommend that the company’s organizations to uphold their culture system since it equips the employees with excellent knowledge on their relationship with others in the workplace. References Cameron, Kim S, and Robert E. Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Francisco, CA: Josser-Bass, 2011. Internet resource. Harrison, J R, and Glenn R. Carroll. Culture and Demography in Organizations. Princeton [u.a.: Princeton Univ. Press, 2006. Print. Lewis, Michael. Flash Boys: A Wall Street Revolt. , 2014. Print. Robbins, Stephen P, Aletta Odendaal, and G Roodt. Organisational Behaviour: Global and Southern African Perspectives. Cape Town: Pearson Education South Africa, 2003. Print. Tillman, Robert H, and Michael L. Indergaard. Pump and Dump: The Rancid Rules of the New Economy. New Brunswick, New Jersey: Rutgers Univ Press, 2008. Print. Source document

Financial Crisis Impact On Institutions And Markets

Financial Crisis Impact on Institutions and Markets The financial crisis, beginning in 2007, negatively impacted the stability of financial institutions and markets across the world. While there are many speculative causes of the financial crisis, dealings in subprime mortgages are considered the biggest culprit. As a result, those involved in subprime mortgages, such as lenders, investment banks, credit rating agencies and securities investors were among the first to feel the crisis’ ramifications. Moreover, adjustments made to lending stipulations and interest rates produced a housing bubble within the United States priming the market for an inevitable collapse. Once the housing bubble burst, the risk associated with subprime†¦show more content†¦government has instilled greater regulations, in an effort to prevent a crisis of this magnitude from happening again. Cause of the Financial Crisis The new millennium of the early 2000’s, brought forth a multitude of factors initiated by the financial industry and the United State government which unknowingly primed the economy for failure. In an effort to stimulate the economy and boost consumer spending, the United States Federal Reserve lowered interest rates to one percent after the dot-com bubble in 2000 and the September 11th terrorist attacks of 2001. In return, the value of real estate improved drastically, motivating home owners to refinance their loans, and potential owners to seek out loan approval. As banks began dealing with increased loan demand, they sought to lower loan qualification standards to meet the demand, helping banking institutions to supply loans to the masses (Li Li, 2012). Through reduced loan qualification standards and with an extended effort to maintain low credit standards, mortgage issuers substantially reduced the need for borrower down payments and viab le income documentation (Tiller, 2009). Consequently, unbeknownst to corporations involved, the uprising of subprime mortgages had initiated Subprime mortgages Once loan qualification standards decreased the issuance of subprime mortgage loans spread throughout the country. Subprime mortgages are defined by Funk Wagnall’s

Ptsd, The Price Of Freedom - 785 Words

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Finance and Par Value - 2445 Words

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Information Security Risk Assessment Practices of Leading Organisation

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One of the main reasons for the need of information security is that because of the automation of most of the systems but lack of development in the security program management (Robert Huggett, Aleksey Poryadin, Peter Robertson, 1998). In this report we are going to study the effects of risk assessment in a multinational oil company which has been managing its operations in over 30 countries with unpredictable levels of risks. The safety and security apprehensions are the main criteria in an automated oil company for the smooth conduction of business and therefore the risk assessment technique is the ideal process. The company engaged a comparatively rationalised, mostly qualitative procedure to evaluate IS hazard. A H.Q parallel risk management director, accountable for security threat valuations, remained the principal fact for the threat valuation program. The policy followed defined steps for scrutinising hypothetically harmful situations and concerned amount to of consistent devices, as well as software advanced intramural, to assemble and scrutinise data and produce statements. Initiation of the Risk Assesment: The assessment of the risks is processed according to the company policies before any important change in the facility or the processes after any instances of security breach has occurred or whenever any form of risk has been identified. The company guidelines has specified that the administrator of a project or sector of processes has to inform their regional security co-ordinator of the urgency of the security assessment. This notification is then again passed on to the central security co-ordinator. The main person responsible for the initiation of the task of risk assessment is the business manager but the central co coordinator too has the duty for routine reviews of the core financial plan and the venture papers in order to identify operational sections that might need a hazard evaluation (Jack L. Brock, 1999). Conveyance And Documentation Of The Assessment The risk assessment process is divided in three distinctive stages i.e. design and homework, risk valuation undertakings and report enhancement. Preparation and planning As a risk assessment notification is implemented the central co-ordinator with the senior executives in the organisation will develop a risk assessment implementation strategy. The plan has to be composed of the assessment of aims and the processes, size and composition of the teams and the information required for the conduction of the assessment. When the final plan is decided it has to be endorsed by the business unit. The risk assessment team constitutes of individuals from multiple disciplines and usually contains from 5 to 8 individuals. Sometimes the team also constitutes of outside individuals like consultants. The senior managers select the team with the approval of the central co-ordinator. The risk assessment leader should never be selected from the unit which is going to be assessed. Actually no specialist should be selected from the business unit which is in question and they can be only interviewed to gain vital information on the security issues. They are of vital impo rtance for the risk assessment, therefore developing their interview questions is a vital part of the planning and requires close co-ordination among the corporate unit manager and the chief controllers. All the individuals including the high-ranking executives to the safety experts and even the servicers are converse with (Executive Order 12958, 2000). For the guaranteeing that all forms of possible threats are considered in the assessment, the corporation has recognised a distinct business unit that fosters and supports the risk statistics for use by the whole corporation, including the risk valuation teams. This team is offered the duty of collecting the data from the internal and the external sources and hence create a point of departure risk report that classifies the probable coercions from the external agents or the insiders, as well as threats induced by the systems. Before the convening of the assessment activity the central coordinator provides each of the team members a package of the information which contains a copy of the agreeable execution plan , schedule of assessment, previous risk assessment report of the business unit if any, threat data, risk assessment methodology and the interview questions. These tools helps to reduce the amount of tools required for the training of the assessment team (Te Tari Taiwhenua, 201 4). Assessment activity The main emphasis of this stage is gathering and examining the data on the threats and the possible susceptibilities and the use of optional actions in order to reduce the vindication risks. The first step is to conduct interviews with the knowledgeable individuals of the business units. The interview answers help to cultivate circumstances of probable undesired and destructive events. As of this case an employee was struggling financially and therefore was forced to sell highly confidential information of the company to sell to the outsiders. Once the scenarios are created the job of the team is to rank the severity of the scenario, highest being the loss of life and lowest is the minor system or environmental damage categorised into four parts. The above scenario was a level 2 stating damage of exclusive information or foremost system or environmental mutilation (Risk Assessment Special Interest Group (SIG), 2012). Development of report After the team develops corrective actions, it prepares a report in form of an exit brief. This report will indicate the risk scenarios that need immediate attention and the one which can be implemented in the future. These recommendations are also monitored by the central co-ordinator until they have been fully implemented and thus the work of the risk assessment and mitigation is concluded for the business unit (Ming-Chang Lee, 2014). References Executive Order 12958. (2000, august 23). Retrieved from Classified National Security Information: https://www.dss.mil/seclib/eo12958.htm. Jack L. Brock. (1999). Information Security risk assessment practices of leading organisations. A Supplement to GAOs May 1998, 45. Ming-Chang Lee. (2014). International Journal of Computer Science Information Technology. Information Security Risk Analysis Methods and, 29-45. Risk Assessment Special Interest Group (SIG). (2012). security standard council. PCI DSS Risk Assessment, 23. Robert Huggett, Aleksey Poryadin, Peter Robertson. (1998). Environmental Risk Assessments of Oil and Gas Activities. A Report of the Oil and Gas Risk Assessment Subgroup of the Gore, 131. Te Tari Taiwhenua. (2014). risk assessment process. infrormation security, 22.

The Jacksonian Period of common man. free essay sample

The Age of Common Man included equality in economic, politic, and reform movements benefited the common people. When Jackson came to power, the nation had been drastically changed by the Industrial Revolution. The simple, pastoral, agricultural lifestyle was being replaced by the manufacturing world, of cities and factories. On the other hand national bank became a major problem in nations economy -Nicholas Fiddle proved great opposition to President Jackson. He wanted to re-charter the National Bank; however, many people were against Fiddles decision.This was particularly true of people in the west. They were still wary of a national bank, after the Panic of 1819, which involved mishaps in land speculation. Jackson shared the predominately western opinion that several small banks would be a better service to the nation than one, large bank would. A major problem with a national bank would lie in its willingness only to make loans to the wealthy. We will write a custom essay sample on The Jacksonian Period of common man. or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This would be of no use to the middlemans. Jackson would not allow Fiddle to gain any more power than he already had. Politically, the nation was in great turmoil.There was still an everlasting debate among men in power, over what should prevail. The right to vote was still a major issue, the middle class feeling robbed of power in governmental sections, the upper class feeling threatened by the growth of the middlemans. However, Jackson brought with him many new ideas and principles. Since he himself had very modest roots, he sympathized with the middle and lower classes. He had worked for everything he had of value in life, and he acknowledged the importance of being able to climb the social ladder based upon ones own merit.Jackson felt that if a man was willing to work hard, he should be able to get what he wanted out of life. Jackson, uneducated as he was, was a very shrewd man. Using the spoils system, he all but totally replaced the cabinet from the previous administration. By rewarding the men who had helped him reach his current state, he made it clear that the middlemans could improve their condition. The cabinet was no longer filled with wealthy men Of Status, but instead Of more every day Jackson did not have the characteristics of a great president.First of all, he was notorious for being to rash and impetuous. As a military leader, he often disobeyed direct orders (Florida campaign), and acted on instinct rather than reason. He also had many enemies among colleagues, including John Calhoun, John Quince Adams, etc. All of these things were detrimental to being a good leader. However, it was his way with the common people that led him to greatness. He knew what the people wanted, and gave them just enough to appease them.Starting at the end of the Jefferson administration, Jacksons influence is made very clear. His controversial opinions of equality of the lower class were seen as threats by the upper class, but embraced by the middle and lower classes. Jackson was responsible for the granting of forage to non-land owners, and those same ideas echoed into the 20th century, when nearly everyone was granted the right to vote. Jackson is indirectly responsible for the success of the government we hail today as the finest in the world. TO conclude, it was very successful in detailing the transition from Jeffersonian to Jackson democracy, as well as outlining the significance of Jacksons administration. Andrew Jackson was a pivotal figure in the foundation of our modern political system. His notions of equality, and empathy for the lower class, led to the power of political decision being ranted to the masses, and the downfall of old, aristocratic ways that still plagued the government of the time. Jackson was different than any president that had preceded him.Even though Jefferson tried to steer away from any special recognition, and was really a very humble man, he was born into wealth. Jackson was the first United States president that was born into poverty. Son to a single mother, he made a name for himself without the aid Of inherited wealth. He was the ideal which we hold so dear in American society today; he was a self made man, an inspiration to all of those not born onto fortune. He embodied the American spirit; he so perfectly displayed the ability to climb from the very bottom to the very top.In America this was possible. Nothing could not be accomplished in this new nation, and no matter what your state was, there was always a chance to improve. Jackson personified hope in a nation where hope was desperately needed. The growing middlemans fought endlessly for their rights, which were continually denied by those in power. Jackson knew the plight of the poor, and during his administration, he made many efforts to return the country to the people.