ADAMSON UNIVERSITY

College of Business Administration

STRATEGIC MANAGEMENT PAPER

Submitted To
Prof. Pomentil

Submitted by
Adoyo, Herjanh Paul D.
Gonzales, Mara Clarisse C.
Legarda, Lindcelle Anne P.
Mission, Elizabeth T.
Quizon, Patricia M.

September 2016
EXECUTIVE SUMMARY

I. INTRODUCTION

Jollibee at Present

The Company is currently embarking on major expansion projects for completion

from 2014 to 2018 to increase capacity of the plants and distribution centers in Luzon,
Visayas and Mindanao, addressing the growth requirements of the stores nationwide.
By the end of 2015, there were 916 Jollibee stores nationwide, of which 459 were
franchised and 457 were company-owned. 2015 was another landmark year for Jollibee
International operations with unprecedented growth not just in sales but also in
international expansion. Jollibee continues its international expansion with 16 new
stores opened, actually celebrating its 1000th store opening in United Arab Emirates
(UAE) which marks the first entry of the brand into a flagship market in the Middle East.
As of December 2015, Jollibee had 139 stores with 32 stores in the United States, 72 in
Vietnam, 13 in Brunei, 1 in Hong Kong, 2 in Singapore and 19 in the Middle East.
Jollibee is poised with truly great tasting and well-loved flagship products, and a steady
plan across different markets truly inching towards the goal of bringing the joy of eating
truly delicious food to everyone.

Key Issues

The main areas which will be affected once the strategic management decisions
presented is implemented are the marketing and sales area in which it will push the
management of the said areas to make assessments outside of their comfort zones
which is the Filipino preference. Other areas such as production are directly related to
the changes done within the marketing and sales. The future Jollibee must look at is a
fast food chain that caters to diverse cultures with product lines that are innovative and
revolutionized, in sync with the ever-changing social trends, these ideals will lead the
management in the direction where Jollibee’s further improvement is focused.

Purpose of Strategic Plan

The strategic plan presented in this paper seeks the further improvement of
Jollibee Foods Corporation, although the company is competitively strong further
development may be done which will cement the company’s standing in the industry not
only known for its Filipino roots but for its ability to adapt to different cultures. The
strategic plan also wishes to improve Jollibee’s image of the unhealthy fast food into
one that is healthy and affordable in order to sync its competitive scale with the
changing preferences and different cultures therefore widening its business horizon.

Research Design and Methodology

This strategic management paper is geared towards the formulation of strategies

and its probable implementation and evaluation by the management of the Jollibee
Foods Corporation that would be useful and effective in the long run and give the
company competitive and strategic advantages over its competitors in the food industry.

The strategies that would be formulated in this paper will be based on the values,
mission and vision of the company. Jollibee, as one of the top-food company,
continuously strives to serve the best to everyone. Carefully planned strategies should
be formulated and such, using valuable pieces of information. This strategic
management paper has gathered relevant information and details, pertaining to Jollibee
Foods Corporation, its competitors, valuable customers and the blooming food industry
of the Philippines, to the official website of the Jollibee Foods Corporation, information
gathered from there are from the year 2015 or recent annual reports, direct competitors
and some online reviews. Most of these information resources were available online
and some virtual information sharing sites.

All of the relevant information gathered is being subjected to test and analysis
using different strategic and financial tools in order to project and assess a financial
projection of the strategies formulated, implemented, and evaluated.

II. STRATEGY PLANNING

Company History

Jollibee is founded by Filipino-Chinese Tony Tan Caktiong in 1975 first opened as

a Magnolia Ice cream parlor in Cubao, Quezon City which will become its first Jollibee
outlet. In January 11, 1978, Jollibee foods corporation was incorporated. Jollibee is one
of leading company in the Philippines, capturing more than 65% of the fast food market
in the country, and is ranked among one of the Asia's top food company. Its principal
business is the development, operation and franchising of quick-service restaurants
(QSR).

In the Philippines, the Company has, as subsidiaries, FRESH N’ FAMOUS FOODS,

INC., which develops, operates and franchises quick-service restaurants under the
trade names “Chowking” and “Greenwich,” RED RIBBON BAKESHOP, INC, under the
“Red Ribbon” trade name, MANG INASAL PHILS., INC. , under the “Mang Inasal” trade
name, and PERF RESTAURANTS INC., which franchises restaurants under the “Burger
King” trademark in the Philippines. The Company also has subsidiaries and affiliates
which develop and operate its international brands, “Yonghe King,” “Hong Zhuang
Yuan,” “San Pin Wang,” brands under the SuperFoods Group, “12 Hotpot”, Sma and
“Dunkin’ Donuts”.

Performance and Background

Jollibee is the leading fast food chain in the Philippines, capturing more than 65%
of the fast food market in the country. Jollibee prides itself in serving iconic fast-food
meals such as the Chickenjoy, Yum burgers, Jolly Spaghetti, Jolly Hotdog and the
Jollibee burger steak. Products are delivered in strict and committed adherence to high
standards as symbolized by F.S.C., which refers to food (F) served to the public that
meets the company’s excellence standards or it will not be served at all, the service (S)
that is fast and courteous and cleanliness (C), kitchen to utensils, that must be
maintained at all times. With its commitment to provide superior fast food products that
adhere to excellence standards, Jollibee maintains its leadership position in the fast
food industry in the Philippines. Jollibee’s leadership position is exemplified by its
exponentially rising revenues and profits. In 2011, Jollibee reported that it garnered
sales of P82.17 billion while net income increased by 1.3 percent to P3.254 billion.
Sales in the Philippines grew by 17.8% while those abroad increased by 19% led by
China with a growth of 27.5% and Southeast Asia and the Middle East with 23.3% sales
growth. Revenue and profits continue to rise for Jollibee, solidifying its position as the
number one fast food chain in the Philippines. Since its inception 37 years ago, Jollibee
has steadily grown on all aspects of operation. From a handful of stores concentrated in
Metro Manila, Jollibee now boasts of more than 2,004 stores across the Philippines and
506 stores abroad. Aside from the Philippines, Jollibee has stores in the United States
of America, Taiwan, Indonesia, Hong Kong, Saipan, Brunei, Saudi Arabia and Vietnam.
Jollibee continues to expand to new territories, as it seeks to increase its international
presence in the next five years, with the goal of generating 50% of its revenues from
international operations.

Jollibee’s continued success is tied to its well-trained and motivated employees,

which currently total 40,000 people. Jollibee maintains pride in its employees and
recognizes them by providing the highest compensation and benefits packages in the
fast food industry. Employees profit from modern and comprehensive training programs.
Managers are consistently updated on the latest store operations systems and people-
oriented management skills. Service crews are trained on various aspects of store
operations and food service innovations. Jollibee recognizes that its employees are
critical to its overall success, as it continues to provide top-notch compensation, training
and benefits packages that recognize the value of its employees to successful day-to-
day operations. Jollibee dedicates its continuous success to the Filipinos who have
been there from the very start. Jollibee is so well-loved that every time a new store
opens, especially overseas, Filipinos always form long lines to the store. Jollibee
understands the Filipino taste and preference, as it puts a distinctly Filipino flavour to
common fast food fare. For Filipinos, Jollibee is more than home for them. It is a
stronghold of heritage and monument of Filipino victory. As a corporate citizen, Jollibee
is committed to give back to its host communities through meaningful and lasting socio-
civic projects. Through the establishment of the Jollibee Foundation, the leading fast
food chain has led the way in providing feeding programs, scholarship grants and skills
training to children and adults residing in depressed communities.

Values, Mission and Vision

Core Values
Customer Focus - We put our customers’ satisfaction first. We want everyone who
interacts with us to be happy and to share the joy with those they love.

Excellence - We always strive for excellence in everything we do – from our food and
service offering, to the experience we provide in and out of our stores and offices.

Respect for the Individual - We recognize diversity and show consideration towards
different cultures and beliefs.

Teamwork - We work together to achieve our objectives, knowing that we are stronger
as a team than in our solo efforts.

Spirit of Family & 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.

Humility to Listen & Learn - Regardless of how big we grow, we hold dear to us the
openness and humility to improve ourselves.

Honesty & Integrity - We are upright and fair in how we conduct ourselves and our
business. Our partners and customers can always trust us to deliver on what we
promise.

Frugality - People trust us as the stewards of resources in our care and we work hard
not to let them down.

Mission

Our mission is 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.
Board Committees, Committee Members and Committee Charters

Board of Directors
Tony Tan Caktiong (Chairman)
Ernesto Tanmantiong
William Tan Untiong
Joseph C. Tanbuntiong
Ang Cho Sit
Antonio Chua Poe Eng
Ret. Chief Justice Artemio Panganiban
Monico V. Jacob (independent director)
Cezar P. Consing (independent director)

Corporate Officers
Ernesto Tanmantiong President and Chief Executive Officer
Joseph Tanbuntiong Treasurer
William Tan Untiong Corporate Secretary
Ysmael V. Baysa Chief Financial Officer
Daniel Rafael Ramon Z. Gomez III Chief Marketing Officer
John Victor R. Tence VP-Corporate Human Resources
Benigno M. Dizon VP-Corporate Engineering
William S. Lorenzana, Jr. VP – Corporate Supply Chain
Anastacia S. Masancay VP-Corporate Audit
Company’s Organizational Chart/Group Corporate Structure
EXTERNAL ENVIRONMENT ANALYSIS

Political/Legal

Specific Factor Relevance to Enterprise

Food Regulation Diseases that affect Jollibee’s products
Food safety act R.A. no 10611 and difficulty in monitoring food safety due
Widespread poultry diseases such as new to having multiple branches with many
castle avian disease. Food poisoning and employees make it difficult for the
customer dissatisfaction due to unhealthy company to adhere to regulations.
food handling.
Animal Welfare regulations Adherence to proper handling and humane
Animal welfare act 1998 R.A. no. 10631 slaughtering of poultry so as to prevent
Secure slaughter houses with the Bureau animal welfare societies such as PETA to
of Animal Security file cases against Jollibee which will affect
production.
Toy Regulations Source for toy freebies must be carefully
Toy and Game Safety Labeling Act of 2013 selected so as to prevent legal
R.A. no. 10620 discrepancies with regards to hazardous
85% of toys from US and China are not toys.
scanned by government toy regulations
Taxation Policy The policy will give awareness to the
enterprise on whatever changes has been
The tax rate for Domestic Corporations is made regarding taxes, so as to avoid
30% on worldwide income. Foreign Branch evasion or other related matters. It is
Offices have a tax rate of 30% on beneficial on both the company and for the
Philippines based on income. Government in terms of financial matters.

http://www.gov.ph/2013/08/23/republic-act-no-10611/
http://www.gov.ph/2013/10/03/republic-act-no-10631/
http://www.gov.ph/2013/09/03/republic-act-no-10620/
http://www.thepoultrysite.com/poultrynews/36540/newcastle-disease-virus-spreading-in-philippines/
http://www.philstar.com/business/2015/04/09/1441706/toys-can-kill-kids

Economic

Specific Factor Relevance to Enterprise

Exchange Rate
Forecast 2016-2020
The Philippine Peso is expected to trade at
47.00 by the end of this quarter, according
to Trading Economics global macro
A strong currency may make exporting
more difficult because it may raise the
price in terms of foreign currency. Jollibee
may have a hard time exporting local
models and analysts expectations. products since it may make prices abroad
Looking forward, we estimate it to trade at rise.
48.39 in 12 months time.
Labor Rates
Non-Agriculture For the production segment, since labor
P466.00 costs in the Philippines are lower than
Agriculture other countries they can produce more
P429.00 products with lower labor cost. For local
Retail/Service Establishments employing operations, constant demand for labor
15 workers or less increases challenge the product pricing
P429.00 and quality.
Manufacturing Establishments regularly
employing less than 10 workers
P429.00
http://www.tradingeconomics.com/philippines/currency/forecast
http://www.nwpc.dole.gov.ph/pages/ncr/cmwr.html

Social/Cultural

Specific Factor Relevance to Enterprise

Filipino Preference
Filipinos prefer the taste of home grown
products and familiar ingredients
Filipino Flavor
Filipino products have a certain exoticness
that even foreigners crave.
Change in Lifestyle
New diseases, early mortality rate and
social trends are what push Filipinos
change their diets into a healthy one.
Being a truly local enterprise, Jollibee has
mastered the taste and preference of the
Filipino taste buds.
As a Filipino company, Jollibee also
incorporates local choices in their menu
such as the palabok and the mango-
langka sundae which foreigners find
delicious.
Healthy living is a new trend with Filipinos
which is why Jollibee wishes to incorporate
healthy food in their menu like salads and
fruits.

Technological

Specific Factor Relevance to Enterprise

Company Website The internet is the best way to reach out to
customers for their comments and
Improve the website to be able to reach suggestions since it is very accessible. It
out to customers and hear their opinions will also help Jollibee advertise their
conveniently. products and invite potential franchisers.
New Technologies Jollibee must be up to date with new
technologies to be able to keep up with
The latest trend in food production, poultry
handling and food service.
Social Networks and Media
Social networking sites reach out to more
customers which broadens advertising.
PORTER’S FIVE FORCES MODEL
Threats of Potential Entrants
customer wants, rivals and production or
service efficiency.
Since the Filipino people spend most of
their time in social networking sites such
as facebook it will help propagate news
about Jollibee and it is the most accessible
instrument for advertising and contacting.

Threat of New Entrants is High when: High Medium Low

Economic of Scale ✔
Product differentiation ✔
Capital Requirements ✔
Switching costs ✔
Ease of access to distribution channels ✔
Cost disadvantages ✔
Government policies creating barrier ✔

The threat of new entrants to the industry is considered low to medium. New
entrants to the fast-food industry would need to face high entry barriers. Besides having
economies of scales, high capital requirements when opening a fast-food chain as well
as products that differ from the rest of the competition, the new entrants would also
have to compete against the high standards as well as the already present loyal
customer base Jollibee has set in the industry.

Bargaining Power of Suppliers

Bargaining Power Of Suppliers are High when: High Medium Low

Concentration of suppliers relative to buyer industry ✔
Availability of substitute products ✔
Importance of customers to suppliers ✔
Differentiation of the suppliers products and
✔
services
Switching cost of buyer ✔
Threat of forward integration by the supplier ✔

The bargaining powers of suppliers are low. The availability of raw materials for
the fast-food industry is readily available not only locally, but available from neighboring
countries as well. For example, due to the high rice prices in the Philippines, Jollibee
can reduce its costs and source for rice in Thailand, Vietnam or Cambodia.
Bargaining Power of Buyers

Bargaining Power of Buyers are High when: High Medium Low

Concentration of buyers relative to suppliers ✔
Switching costs ✔
Product differentiation of suppliers ✔
Threat of backward integration of buyers ✔
Extent of buyer’s profile ✔
Importance of suppliers input to quality of buyer’s final
✔
product
The bargaining power of buyers is medium-high. With the numerous available
choices of fast-food in Philippines buyers are able to choose which restaurants they
would want to patronize. Switching from eating at Jollibee to McDonalds has little impact
on the buyers’ wallet and this poses one of the main blocks in determining if the firm is
able to earn above-average returns.

Threat of Substitute Products

Threat of Substitute Products are high when: High Medium Low

Differentiation of Substitute Product ✔
Rate of improvement in price performance
✔
relationship of substitute products

The threat of substitute products is considered to be medium-high. Products from

local street food can be considered a major substitute, as well as food from its direct
competitors in the industry.
Intensity of Rivalry among Competitors

Intensity of Rivalry is high when: High Medium Low

Number of Competitors ✔
Industry growth rate ✔
Fixed cost ✔
Storage cost ✔
Product differentiation ✔
Switching costs ✔
Exit barriers ✔
Strategic stakes ✔

The intensity of rivalry among competitors is considered to be medium-high. The

fast-food industry can be described as a lucrative segment with high profitability. Within
the Philippines, there are already other fast-food players competing with Jollibee.
INTERNAL ANALYSIS
SWOT IDENTIFICATION

Quickest serving time among other food

industry
Superior menu line-up
Creative marketing programs
Stronghold of heritage and monument of
the Filipino family and ingenuity
Extensive training program for employees
Strengths
Distribution and sales network
Positions in strategic locations on
populated areas
Cost saving / systematic food preparation
Option to deliver food to houses, offices,
and other establishments
Flexibility on preparing food time
Lack of cross cultural management, does
not cater to other cultures.
Product development for new offering
Weaknesses takes too long / does not change products
often
Known to serve unhealthy meals
Limited menu offered to consumers
Continuous products and service
expansion
New markets
Opportunities Adaptation of products and services to
culture and tradition
Untapped locations with little competition
from other fast food chains.
Threats Rising costs of raw materials due to
epidemics such as bird flu, mad cow
disease which make procuring materials
difficult
Growing competition
Consumers’ preference for a healthier
lifestyle
Rise in operational cost like cost of power,
utilities etc.
Non-compliance to sanitary standard
High number of foreign companies
entering the fast food market vs. local
 brands

III. STRATEGY FORMULATION

Strategic Objectives
Financial

 To decrease operational costs by 5% by the end of the year.

Customer/Constituent

 To continue its international expansion into two new markets by 2025

 To introduce new products that will adapt the culture and tradition of the existing
and new markets by 2025
 To increase capacity of the plants and distribution centers in Luzon, Visayas and
Mindanao by 2018.
Internal/Operational

 To have all products meet standard of excellence guidelines.

People/Learning

 To improve cross cultural management to ensure smooth interaction between

employees.

Basic Value Proposition

Target
Performance Person/Unit
Performance Area Time
Measures Output Responsible
Frame
To decrease operational (within the
Financial Operational costs by 5% by the end year) Finance
Performance Efficiency of the year. December Department
2016
To continue its
international expansion
into two new markets by
Marketing
Customer and 2020. (5 years)
Profitability and Department,
Market To introduce new December
Marketability Finance
Performance products that will adapt 2020
Department
the culture and tradition
of the existing and new
markets by 2020.
 To have all products (within the
Operational Quality
Internal Efficiency meet standard of year)
Efficiency and Management
and Effectiveness excellence guidelines December
Quality Department
within the year. 2016
To increase capacity of
Supply Chain and
the plants and (2 years)
Long Term Operational Network
distribution centers in December
Development and Expansion Development
Luzon, Visayas and 2018
Innovation Department
Mindanao by 2018.
To improve cross
Operational
cultural management to (within the
Efficiency and Human
ensure smooth year)
People/Learning Employee Resources
interaction between December
Relationship Department
employees within the 2016
Management
year.

Business Strategy Recommendations

Market Penetration – Last year, Jollibee continued its international expansion with 16
new stores opened, actually celebrating its 1000th store opening in United Arab
Emirates (UAE) which marks the first entry of the brand into a flagship market in the
Middle East. Jollibee needs to capitalize on this by increasing their market share
through branching out to new markets untapped.

Product Development - Jollibee is poised with truly great tasting and well-loved flagship
products, but Filipinos are not their only customers. They must also adapt to the needs
of different cultures. The standard menu should be altered to the locals’ preferences.

Functional Strategy Recommendations

Cross cultural team management – the company is already penetrating the global
market and it is inevitable that clashes between employees of different cultures may
happen. Employees who plan to work in different cultural situations must have effective
communication skills to prevent misunderstandings and remain respectful to those with
whom they hope to work. Training on cross cultural management should address this.
Improving employee development - Aside from all benefits mandated by law, the
company provides training opportunities (internal and external) to its employees. The
company should have high qualifications when hiring workers. In addition to this, the
management should give jobs that will allow the employees to do what they are good at
creates a sense of belongingness in them towards the organization. Also, improving and
innovating present service and enhancing and training proper customer relationship is
recommended.
IV. STRATEGY IMPLEMENTATION
IMPLEMENTING AND EXECUTING STRATEGIES
It is an action oriented activities to make the strategies happen process involving
people management, developing competencies and capabilities, budgeting,
policymaking, motivating, culture-building, and leadership.

METHOD TO BE USED IN STRATEGY IMPLEMENTATION

Job Redesign
Restructuring the elements including tasks, duties and responsibilities of a
specific job in order to make it more encouraging and inspiring for the employees or
workers is known as job redesigning. The process includes revising, analyzing, altering,
reforming and reshuffling the job-related content and dimensions to increase the variety
of assignments and functions to motivate employees and make them feel as an
important asset of the organization. The main objective of conducting job redesigning is
to place the right person at the right job and get the maximum output while increasing
their level of satisfaction.

Job Redesign Process

Revising the Job Content: Job redesigning process involves recollecting and revising
job-related information to determine the inconsistency between person and the job.
Analyzing Job-related Information: Once the job analyst is through with recollecting and
revising the job content, analyzing the discrepancies is the next step. It is done to
determine the hindrances in performing job-related tasks and duties and investigate why
an employee is not able to deliver the expected output.
Altering the Job Elements: The next step is to amend the job elements. It may include
cut back on extra responsibilities or addition of more functions and a higher degree of
accountability. The basic aim of altering the job content is to design a job in such a
manner that encourages employees to work harder and perform better.
Reformation of Job Description and Specification: After altering the job elements, a job
analyst needs to reform the job description and specification in order to make sure that
the worker placed at a particular place is able to deliver what is expected of him.
Reshuffling the Job-related Tasks and Duties: Next is to reallocation of new or altered
tasks and functions to employees. It may be done by rotating, enriching, enlarging and
engineering the job. The idea is to motivate the performers while increasing their
satisfaction level.

Advantages of Job Redesigning

Enhances the Quality of Work-Life: Job redesigning motivates the employees and
enhances the quality of their work life. It increases their on-the-job productivity and
encourages them to perform better.
Increases Organization’s and Employees’ Productivity: Altering their job functions and
duties makes employees much comfortable and adds to their satisfaction level. The
unambiguous job responsibilities and tasks motivate them to work harder and give their
best output. Not only this, it also results in increased productivity of an organization.
Brings the Sense of Belongingness in Employees: Redesigning job and allowing
employees to do what they are good at creates a sense of belongingness in them
towards the organization. It is an effective strategy to retain the talent in the organization
and encouraging them to carry out their responsibilities in a better fashion.
Creates a Right Person-Job Fit: Job Redesigning plays an important role in creating a
right person-job fit while harnessing the full potential of employees. It helps organization
as well as employees in achieving their targets or goals.
Therefore, the purpose of job redesigning is to identify the task significance and skill
variety available in the organization and reallocating the job-related tasks and
responsibilities according to the specific skills possessed by an employee.
We choose Job redesign, as the most appropriate for the selected company to utilize
in order to implement the recommended business strategy.
The goal of job design and job redesign is to create or reconstitute jobs or work
roles in terms of work functions and worker capabilities that are both appealing to
individuals and in alignment with the organization’s strategy and vision. Job design
involves the planning of the job including its contents, the methods of performing the
job, and how it relates to other jobs in the organization. Job design and redesign’s goal
is to connect the needs of the individuals performing various jobs with the productivity
needs of the organization. An important aim for job design and redesign is to provide
individuals with meaningful work that fits effectively into the flow of the organization. The
goal of job design is simplifying, enriching, enlarging, or otherwise changing jobs to
make the efforts of each employee fit together better with jobs performed by other
workers. Redesigning one job can make the overall system work more
efficiently methods would be most appropriate for the selected company to utilize in
order to implement the recommended business policy.
Job Redesign Approaches
Motivational Approach - Grounded in the earlier work on job enrichment,
job enlargement and various characteristics of jobs, the motivational approach has
primarily been developed within the domain and scope of organizational psychology.
The motivational approach has generally searched for job design constructs that will be
correlated with such primary outcomes variables as satisfaction, motivation,
involvement, absenteeism, and job performance.
Mechanistic Approach - The mechanistic approach to job redesign has generally been
on improving the efficiency with which jobs can be performed. Jobs that are constructed
according to the mechanistic approach require less training and less expensive to staff.
In essence the jobs are simplified and have lower levels of responsibility. With mental
demands being lower, output quality may increase.
Perceptual-Motor Approach - The presumed benefits of the perceptual-motor approach
include the increase in output quality and a predicted decrease in accident rates due to
the emphasis on the reliability and safety of the job. The reduced mental demands of
the job would also reduce employee stress and fatigue.

Specialized to Enlarged Jobs

Job enlargement = same-level activities

Job rotation = moving from one job to another
Job enrichment = redesigning to experience more responsibility, achievement, growth
and recognition.
http://www.managementstudyguide.com/job-redesign.htm
Action Plan

Activities Person Involved Time Frame

Operations Manager and

Revising the Job Content Human Resources 1 – 2 months
Specialist
Analyzing Job-related
Information

Altering the Job Elements

Reformation of Job
Description and
Specification
Reshuffling the Job-related
Tasks and Duties

V. STRATEGY EVALUATION
Projected Balanced Scorecard
Target
Performance Person/Unit
Performance Area Time
Measures Output Responsible
Frame

Financial Operational (a) Operational Costs = December Finance

Performance Efficiency P78,747,116,192.2 2016 Department

Opened Mang-Inasal in
China. Marketing
Customer and
Profitability and Introduced a new menu December Department,
Market
Marketability line-up in China and Hong 2020. Finance
Performance
Kong which includes fish Department
dishes.
 Serving sizes have
Operational Quality
Internal Efficiency increased with the same December
Efficiency and Management
and Effectiveness price. Serving Time is 2016
Quality Department
faster.

Supply Chain
Opened a poultry farm (2 years)
Long Term Operational and Network
and chicken processing December
Development and Expansion Development
plant in Mindanao. 2018
Innovation Department

Operational
Employees are invited to (within the
Efficiency and Human
attend seminars year)
People/Learning Employee Resources
regarding interaction with December
Relationship Department
other cultures. 2016
Management

(a) Based on the Operating Cost of December 2015 = P82,891,701,255 lowered by 5%

(P82,891,701,255 x 95% = P78,747,116,192.2)