本文主要讲述的是冲突与管理实践，“随着国际司的扩大，它同以菲律宾为基地的行动的关系似乎恶化了。(Bartlett, 2001, p. 9)现在面临的问题是，在1994年和1996年的扩张期间，该公司没有为他们的当地客户做好准备。公司为当地的加盟商准备了支持，安排了监督员，并计划进行质量管理，但未能理解当地客户的期望。国际扩张是大规模定位的一种形式。印尼的市场与当地的Jollibee市场不同。消费者是更高端的客户，他们需要支持他们需求的主题和品牌形象。本篇布里斯班论文代写文章由澳洲论文通AssignmentPass辅导网整理，供大家参考阅读。
“As the International Division expanded, its relations with the Philippine-based operations seemed to deteriorate. Tensions over menu modifications reflected more serious issues that had surfaced soon after Kitchner began building his international group” (Bartlett, 2001, p. 9). Now the problem faced at the time of expansions during 1994 and 1996 was that the company had not prepared for their local clientele. The company had prepared support for local franchisees, had overseers and had planned for quality management, however failed to understand the local expectations of the customers. International expansion was undertaken as a form of mass positioning. The market in Indonesia was different than the local markets of Jollibee. The consumers were a more upmarket clientele and required themes and brand images that supported their requirements.
Jollibee had to go about changing their brands and logos as well. In addition, local tastes were not catered too. An international meal called the Jollimeal was passed off with different names and with very little modification in different kitchens. In Hong Kong, it was called sour chicken and in Vietnam it was called chicken curry. Menu diversity and operational efficiency went hand in hand and the company had a problem balancing them. This lead to much strains in international -domestic relations. In any international strategizing, it is necessary to plan for the local-international aspects in product, process formulations.
This was an issue observed with the Jollibee staff and management in Philippine. Where the international-domestic adjustments had already resulted in issues between both, the Philippine staff had adjustment issues as they viewed the management of Jollibee as lacking in experience. They believed that the management and staff of Jollibee were making use of practices that were built for the restaurant fast food business more than 16 years ago, and hence the practices were outdated. An issue raised by the Jollibee group was that the Philippine management and staffers were working in a more bureaucratic way which was slow moving as well. This conflict in management and working styles led to two different factions working in the international divisions. This also led to the deterioration in understanding as each of the respective staffers and management felt that the other could lend better operation. In any international strategy, the culture and management styles and differences had to be factored in.
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