Strama Paper Jollibee

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 peopleoriented 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-today 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 sociocivic 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 Food Regulation Food safety act R.A. no 10611 Widespread poultry diseases such as new castle avian disease. Food poisoning and customer dissatisfaction due to unhealthy food handling. Animal Welfare regulations Animal welfare act 1998 R.A. no. 10631 Secure slaughter houses with the Bureau of Animal Security

Relevance to Enterprise Diseases that affect Jollibee’s products and difficulty in monitoring food safety due to having multiple branches with many employees make it difficult for the company to adhere to regulations.

Adherence to proper handling and humane slaughtering of poultry so as to prevent animal welfare societies such as PETA to 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 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

Relevance to Enterprise 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. Looking forward, we estimate it to trade at 48.39 in 12 months time. Labor Rates Non-Agriculture P466.00 Agriculture P429.00 Retail/Service Establishments employing 15 workers or less P429.00 Manufacturing Establishments regularly employing less than 10 workers P429.00

products since it may make prices abroad rise.

For the production segment, since labor costs in the Philippines are lower than other countries they can produce more products with lower labor cost. For local operations, constant demand for labor increases challenge the product pricing and quality.

http://www.tradingeconomics.com/philippines/currency/forecast http://www.nwpc.dole.gov.ph/pages/ncr/cmwr.html

Social/Cultural Specific Factor 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.

Relevance to Enterprise 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 mangolangka 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 Company Website Improve the website to be able to reach out to customers and hear their opinions conveniently. New Technologies

Relevance to Enterprise The internet is the best way to reach out to customers for their comments and suggestions since it is very accessible. It will also help Jollibee advertise their products and invite potential franchisers. 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.

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.

PORTER’S FIVE FORCES MODEL Threats of Potential Entrants Threat of New Entrants is High when: Economic of Scale Product differentiation Capital Requirements Switching costs Ease of access to distribution channels Cost disadvantages Government policies creating barrier

High ✔ ✔ ✔

Medium

Low

✔ ✔ ✔ ✔

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: 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

High ✔

Medium

Low ✔ ✔

✔ ✔ ✔

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

High ✔

Medium

Low

✔

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

High ✔ ✔

Medium

Low

✔ ✔ ✔ ✔ ✔ ✔

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

Strengths

Weaknesses

Opportunities

Threats

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 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 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 Adaptation of products and services to culture and tradition Untapped locations with little competition from other fast food chains. 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 Performance Area

Financial Performance

Customer and Market Performance

Performance Measures Operational Efficiency

Profitability and Marketability

Target Output To decrease operational costs by 5% by the end of the year. To continue its international expansion into two new markets by 2020. To introduce new products that will adapt the culture and tradition of the existing and new markets by 2020.

Time Frame (within the year) December 2016

(5 years) December 2020

Person/Unit Responsible Finance Department

Marketing Department, Finance Department

Internal Efficiency and Effectiveness

Long Term Development and Innovation

People/Learning

Operational Efficiency and Quality

Operational Expansion

Operational Efficiency and Employee Relationship Management

To have all products meet standard of excellence guidelines within the year. To increase capacity of the plants and distribution centers in Luzon, Visayas and Mindanao by 2018. To improve cross cultural management to ensure smooth interaction between employees within the year.

(within the year) December 2016

Quality Management Department

(2 years) December 2018

Supply Chain and Network Development Department

(within the year) December 2016

Human Resources Department

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

Revising the Job Content

Operations Manager and Human Resources Specialist

1 – 2 months

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 Performance Area Financial Performance

Customer and Market Performance

Performance Measures

Target Output

Time Frame

Person/Unit Responsible

Operational Efficiency

(a) Operational Costs = P78,747,116,192.2

December 2016

Finance Department

Profitability and Marketability

Opened Mang-Inasal in China. Introduced a new menu line-up in China and Hong Kong which includes fish dishes.

December 2020.

Marketing Department, Finance Department

Internal Efficiency and Effectiveness

Long Term Development and Innovation

People/Learning

Operational Efficiency and Quality

Operational Expansion Operational Efficiency and Employee Relationship Management

Serving sizes have increased with the same price. Serving Time is faster.

December 2016

Quality Management Department

Opened a poultry farm and chicken processing plant in Mindanao.

(2 years) December 2018

Supply Chain and Network Development Department

Employees are invited to attend seminars regarding interaction with other cultures.

(within the year) December 2016

Human Resources Department

(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)