Consumer Decision Rule Are Procedures Marketing Essay

Consumer Decision Rule Are Procedures Marketing Essay Introduction Consumer purchasing process theory is a critical component of marketing strategy. Consumer purchasing behavior can be complicated and understanding it is the essential working of effective marketing management. Before consumers make decision to purchase products, they estimate carefully about their thinking. Managers can guess consumers decision process such as Problem recognition, information search, and evaluation criteria. Body The first step is Problem recognition or Need recognition. Problem recognition is that consumers decide problems to be solved and have desires that they wish to satisfy. The consumer considers a significant difference between his or her current state of affairs and some desired or ideal state (Solomon Rabolt, 2003)1. Consumer try to compare between their desired consumer lifestyle that would like to live and feel, and current situation that is temporary factors affecting the consumer. If the consumer has a big gap between desired consumer lifestyle and current situation, they will purchase a product for satisfying the desire. However, if the gab is no different or they do not care about the problem, they will not purchase the product. Nowadays, telephone companies are attracting consumers to purchase by their new products which provide many kind of function. For instance, Businessmen tend to need using mobile phone nowadays in the society and the companies provide many useful functions for them. The new functions can help them to check business e-mails or checking business information on internet. If businessmen do not have a mobile phone, they will not be able to contact other business partners and other people think the businessmen is a dropout. Therefore, having a mobile phone is necessary for them, and having new phone can be fashion and trend for young businessmen. So they will consider purchasing the mobile phone as smart phone. Nowadays, we also can see other case of purchasing the phone in the school. According to Amanda Lenhart, 23percentage of all those ages 12-17 mention that they have a smartphone and ownership is highest among older teens: 31% of those ages 14-17 have a smartphone, compared with just 8% of youth ages 12-13 in America(Amanda Lenhart, 2012)2. If many class mates are having a mobile phone, it can highly affect the students who do not have a phone to desire having smart phone. One of them might be able to ask their parents to purchase it. On the other hands, desire of buying mobile phone and smart phone for most old people will be lower than the young people because they are not used to have mobile phone. Having a mobile phone and new functions in smart phone are unnecessary for them and they can be satisfied their life without mobile phone. It means the old people satisfied about their actual state as their old phone will not consider about it. Like these three different groups has different desire and thinking about the same product. If the Businessman and the students parents consider buying a smart phone, they will move to next stage is information research. Next stage is information search. Information search is when the consumers search the needed information for solving problem or desire. The consumer recollects their own past experience in their memory and it might provide the consumer with adequate information to make the present choice. In addition, The making decisions are based on the personal experience is internal source, and marketing and noncommercial information is external sources. For example, the businessman will remind what they know about new smart phone, compare brands of smart phone. If they do not have enough information or they have not had the phone, they will collect information from external sources as family and friend, internet, and advertisements. Their collect information value and spending time for collecting the information is depending on their free time to search, and how mobile phone is important and interesting to them. Finally, if the businessman is satisfied with information of smart phone, they will move to next stage. However, sometimes searching information also can be negative effect. If the students parents can spend long hours to check and collected many information, the parents can see negative side of smart phone like there are a lot of game application in smart phone, and the phone influence student to spend a lot of time for chatting with their friends whenever they want. The parents will be able to tend to consider about the negative sides and not to purchase it to their children. There is one more negative side of information research it is a failure. According to Leon G.Schiffman, search regret can have a damaging effect on retailers, because in this pilot study store blame and self-blame were not significantly correlated with each other(2010, Leon G.Schiffman, Leslie Lazar Kanuk)3. Thus, information search can be both negative and positive. Next stage is alternative evaluation. After consumer collect information, they compare the relevant and feasible alternatives has been gathered, the decision can be made. The evaluative criteria is the various features a consumer looks for in response to a particular problem. According to Engel, Blackwell, and Miniard, evaluative criteria is defined as the standards and specifications used by consumers to compare different products and brands. Evaluative criteria play an important role in the evaluation stage of the decision making process (Engel J.F, Blackwell, R.D and Miniard, P.W, 1993)4. For example, before purchasing a smart phone, the businessman might want to evaluate cost, function, design, display size, brand, and warranty. Evaluative criteria can differ in type, number and importance. If the businessman can decide to purchase a smart phone, they terminate information search, and they make a list of brand or models from which they plan to make their selection. The criteria t hey will use to evaluate each brand or model as Evoked Set, Inert Set, and Inept Set. Evoked set is the specific brands or models a business man considers to purchase within a particular product category. Inert Set is second choice of brands or models of smart phone because they are felt to be unacceptable or they are seen as inferior. Last list is Inert Set, which consists of brands or models the consumer is indifferent toward because they cannot obtain any advantage from smart phone like a smart phones for student, or silver phone for old people. The two kind of smart phones are not suitable to the businessman and the phones can be in list of Inert set. But, if they are still not sure which one they want to buy, they will search information again. If the businessman decides to purchase a smart phone Conclusion We can understand that consumer has different taste, and want depend on their occupation. Their decision ways is very complex. However, marketing managers can guess consumers purchasing decision by the purchasing process. Question2 Introduction Making decision to purchase a product is the last step for consumers and the consumers can use Consumer decision rules such as Compensatory and Non-compensatory decision rules. Consumer decision rule is procedures used by consumers to facilitate brand or other consumption-related choice. These rules provide consumers decision guidelines or routines to reduce the burden of making complex decisions. Body According to Leon G. Schiffman and Lesilie Lazar Kanuk, there are two consumer decision rules. Compensatory decision rules are that allows a positive estimate of a brand on one attribute to balance out a disadvantage point on other attributes. Non-compensatory decision rules are that do not allow consumers to balance positive evaluations of a brand on one attribute against a negative evaluation on other attributes. In addition, there are three Non-compensatory rules such as the conjunctive rule, the disjunctive rule, and the lexicographic rule. The Conjunctive decision rule is consumers evaluate a separate, minimally acceptable level such a cutoff point for each attribute. If a product a negative point, the point is ignored from future consideration. The disjunctive rule is the same with the Conjunctive rule. In applying the rule, the consumers evaluate a separate, minimally acceptable cutoff level for each attribute which should be better than the one normally established for a conj unctive rule. If a point meets the cutoff established for any one attribute, it is accepted. The Lexicographic decision rule is that the best ranks the attributes in terms of the single attribute that is considered most important. If an option scores sufficiently high on this the best rank attribute, it is chosen and the process ends (Leon G. Schiffman, Leslie Lazar Kanuk, 2010)5. In my case, I purchase a product by the lexicographic decision rule in Non-compensatory decision rules. For instance, there are four different brand of mobile phone as IPhone 4Gs, Sony Ericsson Xperia Arc X12, Samsung Galaxy S3, and BlackBerry Torch 9860. I will check Price, CPU in General, Camera video, 3G/4G Speed in Connective, and Screen. According to GadGetbook, the most expensive price of mobile phone is IPhone around RM2199~RM2799 and the lowest cost one is Blackberry around RM1400~RM1600. Therefore, I marked each mobile phone, Samsung Gelexy3 is 7 point, IPhone4Gs is 6 point, Sony is 9, and Blackb erry is 10 point. Price of the Sony and Blackberry is much cheaper than Samsung Geluxy3 and IPhone. However, Both the Sony and the Blackberry does not have other special feature. The two mobiles CPU, Camera Video, and Connective get low marks among the phones. Especially, Sony provides a poor quality of connective. High speed of Connecting 3G and 4G is the most important point for me because I need to use applications such as Skype which provide free call and video call. If speed of connective is slow, I will get a lot of lack while I am doing the calls with my family and friends (Gadgetbook ,2010)6. Conclusion As my result show chart of hypothetical Ratings for mobile phone*, both the highest connective performance and the highest total mark is Samsung Galaxy3. Hence, I will purchase Samsung Galaxy 3 without *Hypothetical Ratings for Mobile phone IPhone 4GS Sony Ericsson Xperia Arc X12 Samsung Galaxy3 BlackBerry Torch 9860 Price RM2199~2799 ( 6 ) RM1550~1650 ( 9 ) RM2050~2150 ( 7 ) RM1400~1600 ( 10 ) General(CPU) dual-core 1GHz (9) 1GHz scorpion (7) Quad-core 1.4 GHz (10) 1.2 GHz QC 8655 (8) Camera Video 8MP 32642448 [emailprotected] (10) 8MP 32642448 [emailprotected] (9) 8MP 32642448 [emailprotected] (10) 5 MP 2592ц¦1944 720p (7) Connective HSDPA: 14.4 Mbps HSUPA: 5.8 Mbps (8) HSDPA: 7.2 Mbps HSUPA: 5.8 Mbps (6) HSDPA: 21 Mbps HSUPA: 5.76 Mbps (10) HSDPA: 14.4 Mbps HSUPA: 5.76 Mbps (8) Screen 640 x 960 3.5 inches (9) 480 x 854 4.2 inches (8) 720 x 1280 4.8 inches (10) 480 x 800 pixels 3.7 inches (7) Total 42 39 47 40 Question3. Introduction There is no debt that mobile phone is very important for people and me. Most people, nowadays, cannot live without a mobile phone in the society and Mobile phone supports our life to be better with their many functions. Body When I was in Korea, mobile phone was not a so important thing for me and I thought I do not need to buy an expensive high function of mobile phone as camera phone although most of my friend was having them. Therefore, I had a cheap and classic phone as no color phones. However, after coming to Malaysia, my thinking about mobile phone was totally changed because of my situation it is studying abroad. First day in Malaysia, I did not have any friend in here and I realized I need a mobile phone for talking with my family and friends who are in Korea. But I could not call to them whenever I want because of too high phone bill. Thus, I desired to solve the problem. One day, my sister introduced about IPhone that I can use free call and free message through using IPhone application in WIFI zone. The function made me to be excited about smart phone. Actually, I had not thought that I would purchase smart phone that is expensive. Finally, I bought Iphone3 and my life was changed by IPhone a nd the special functions. The first change thing is that I can have more talking and chatting times with my family and friends thanks to the free call and free message application. Even father learnt using smart phone and he often send me message. If I did not have a mobile phone, I would not be able to contact my family, and Korean friends. It seems to me that it is the greatest wonderful advantage for me. Second change thing is that I use other a lot of applications and functions as camera and video in mobile phone and they are very helpful for me. I can take a picture by the mobile phone and upload on Facebook. I can read electronic books and playing games for time killing whenever I want. Conclusion The mobile companies improve their technology and they catch what consumers want and need for attracting customers to purchase. Having a mobile phone becomes one of new culture in the society. I am also affected it. When I was young, having a mobile phone was unnecessary for me and I could not know about advantage of mobile phone. It means that Classic phones could not attract me to have. However, I cannot live without my phone now because of new functions of mobile phone and I need them for my modern life. 1. Solomon, M.R., Rabolt, N.J. (2003). Consumer behavior in fashion (1st ed.). Upper , Saddle River, NJ: Prentice Hall. p.356. 2. Amanda Lenhart, 2012, Teens Smartphones Texting, http://pewinternet.org/Reports/2012/Teens-and-smartphones.aspx 3. (2010, Leon G.Schiffman, Leslie Lazar Kanuk)2. Consumer behavior- prepurchase search, P.486.) 4. Engel, J.F., Blackwell, R.D., Miniard, P.W. (1993). Consumer Behavior (7th ed.). P.51. 5. Leon G. Schiffman, Leslie Lazar Kanuk, 2010, Consumer behavior, Consumer decision Rules, page 491~page492 6. (Gadgetbook ,2010) http://mobilemegamall.com/gadgets/Mobile-Phone-Price-Malaysia-10.html

Marketing Planning Essay

Assume you have been appointed as a marketing consultant for Jollibee. As part of the international expansion program, the management wants you to prepare a report to identify marketing opportunities. The report should cover the following information: a) Identify three potential markets for expansion Jollibee Foods Corporation (JFC) is banking on franchising and overseas expansion to continuously boost its earnings in the long run. The aggressive expansion program is in line with doubling the company’s earnings in 5 years, company officials said. JFC board chairman Tony Tan Caktiong said the ideal business mix is 50-50 for franchising and company-owned expansion. JFC’s branches outside the Philippines are all company-owned, except those in the Middle East. In the Philippines, 45% of the stores are company-owned while 55% are franchised. For its overseas expansion, CEO Ernesto Tanmantiong said the quick-service restaurant chain plans to expand its global footprint by putting up stores in Malaysia, Myanmar, Europe and Japan â€Å"after five years because we need to focus on China and the US.† JFC is also branching out in Canada next year while the company is still studying prospects in Indonesia, one of the fastest growing economies in Southeast Asia. The potential markets for expansion are the following: Three Options for Expansion Papua New Guinea- Raising the Standard New Entrant into 3 store fast food chain Tingzon offered to put up all capital required Hong Kong- Expanding the Base 3 Store already established, possibility of a 4th one. High volume with Filipinos but not with residents (Chinese) 4th store location high traffic but few Filipinos California-Supporting the Settlers Success in Guam led them to believe US had potential Food Appealed to Filipinos and Americans Decided on Daly City-Large Filipino population Plans to appeal to Asian Americans and then Hispanic Americans b) General information about the potential markets (geographical location, capital, population, per capita income, literacy rate, language spoken) Geographical Location Jollibee started with five branches in 1978 and has grown to a strong network of a total of 801 stores in the country, and 96 stores internationally. In total, Jollibee has 896 stores worldwide as of November 2013. It is the largest fast food chain in the country with international locations in Brunei, Hong Kong, Indonesia, Kuwait, Malaysia, Qatar, Saudi Arabia, Singapore, Vietnam, the United States, and Canada. JFC is planning to expand Jollibee to other markets like Europe. Asia Brunei (launched 1987) Hong Kong (launched September 1996) Indonesia (to be launched 2015) Kuwait (launched 1995) Malaysia (to be launched 2015) Philippines (main hub) Qatar Saudi Arabia (launched 1995) Singapore (launched 2013) Vietnam (launched October 1996) North America United States (launched 1998) Canada (to be launched 2015) The first Jollibee branch in Vietnam was opened on October 1996 at the Super Bowl in Ho Chi Minh City. To date, Jollibee has more than 30 stores in Vietnam, they are located in the cities of Ho Chi Minh, Hanoi, Da Nang, Nha Trang, in the provinces of Vinh Phuc, Dong Nai and all provinces in the  Mekong Delta Region. In Hong Kong, there is currently one branch located in Central. At present, it is in the process of being renovated, while the opening of a second branch in the country is currently under consideration. As of end-September 2012, Jollibee was operating 2,040 stores in the Philippines for all of its brands: 765 for Jollibee, 383 for Chowking, 201 for Greenwich, 209 for Red Ribbon, 457 for Mang Inasal and 25 for Burger King. PAPUA NEW GUINEA: There are five million people in Papua New Guinea with extremely limited fast food options. Jollibee can come in and set a high standard, attract many customers, and scare future investors away. However they would have to quickly add three to four stores to be competitive and cover costs. There was also question as to whether the area could handle 20 stores. Either they will get the first mover advantage or they will sustain huge loss. Since the benefits offered by the local partner are uncertain and profit potential is low, Jollibee should not seek to enter New Guinea at this time. HONG KONG: In Hong Kong, Jollibee are located near a very densely populated area, which has a very loyal Filipino customer base. These people gave them great business on the weekends, but sales fell off during the week because the local Hong Kong people rarely frequented the Jollibee establishment. Also, there were tremendous problems with the Chinese stores. All of the managers resigned and many employees quit because the Chinese like to work for Chinese. There was obvious friction between the Chinese and Filipino’s. While the fourth store in Hong Kong represents a valuable learning opportunity, it will not generate the revenues needed to build a global empire. Catering to the local Chinese palette would allow Jollibee to build its competitive advanta ge by learning to balance flexibility in menu offerings with consistency across the global brand. Additionally, a success in cosmopolitan Hong Kong could give Jollibee the brand exposure it needs to attract better partners. However, given the staffing issues and uncertainty involving the local Chinese customer, it would be better for Jollibee to improve its current operations, rather than to commit additional resources to a new store. CALIFORNIA: It will be a very good idea to target the Asian community living in U.S and California is the best place to start from. The intense competitive atmosphere of US fast food market will provide Jollibee tremendous opportunity of global learning. Furthermore, they also discovered that there were many elements of their  restaurants that appealed to Americans. Similarly, there was great support from Filipino-Americans. Likewise, Jollibee was going to expand throughout California before it moved east. They were determined to gain recognition. Another helpful aspect is the diversification of America. In any given city a person can find Chinese, Italian, Greek, Spanish, Japanese, American, German, Polish, Indian, and other ethnic restaurants. Americans like to try food of different cultures and there is no reason to believe that we will not try Filipino food. There is very little reason to believe that Jollibee cannot successfully enter the fast food market in the United States. But on the other hand, United States is home to some of Jollibee’s most formidable competitors. As a late-mover, it will be difficult for Jollibee to obtain access to the distribution channels, suppliers, and store locations which allowed it to become a cost leader in the Philippines. Additionally, aside from its experience in Guam, Jollibee does not have any real experience operating in a Western business environment. c) Specific information about each market (legal and ethical requirements, market trends, competitors, size of the market, potential sales volume) Legal and ethical requirements When markets in foreign countries offer a higher profit potential than your home market, it makes sense to expand internationally. As you prepare your expansion and research target markets in other countries, you will often find that the legal structures and ethical frameworks differ substantially from those in the United States. You have to address the legal and ethical issues of your entering these markets to make your expansion a success. Traditional Small Scale Bribery- involves the payment of small sums of money, typically to a foreign official in exchange for him/her violating some official duty or responsibility or to speed routine government actions (grease payments, kickbacks). Large Scale Bribery- a relatively large payment intended to allow a violation of the law or designed to influence policy directly or indirectly (eg, political contribution). Gifts/Favours/Entertainment- includes a range of items such as: lavish physical gifts, call girls, opportunities for personal tr avel at the company`s expense, gifts received after the completion of transaction and  other extravagant expensive entertainment. Pricing – includes unfair differential pricing, questionable invoicing – where the buyer requests a written invoice showing a price other than the actual price paid, pricing to force out local competition, dumping products at prices well below that in the home country, pricing practices that are illegal in the home country but legal in host country (eg, price fixing agreements). Products/Technology – includes products and technology that are banned for use in the home country but permitted in the host country and/or appear unsuitable or inappropriate for use by the people of the host country. Tax Evasion Practices – used specifically to evade tax such as transfer pricing (i.e., where prices paid between affiliates and/or parent company adjusted to affect profit allocation) including the use of tax havens, where any profit made is in low tax jurisdiction, adjusted interest payments on intra-firm loans, questionable management and service fees charged betwee n affiliates and /or the parent company. Illegal/Immoral Activities in the Host Country – practices such as: polluting the environment, maintaining unsafe working conditions; product/technology copying where protection of patents, trademarks or copyrights has not been enforced and short weighting overseas shipments so as to charge a country a phantom weight. Questionable Commissions to Channel Members – unreasonably large commissions of fees paid to channel members, such as sales agents, middlemen, consultants, dealers and importers. Cultural Differences – between cultures involving potential misunderstandings related to the traditional requirements of the exchange process (e.g., transactions) may be regarded by one culture as bribes but be acceptable business practices in another culture. These practices include: gifts, monetary payments, favours, entertainment and political contributions. Involvement in Political Affairs- related to the combination of marketing activities and politics including the following: the exertion of political influence by multinationals, engaging in marketing activities when either home or host countries are at war or illegal technology transfers. Market trends More focus on youths Popular trendy cafà © Wi-Fi internet access Creative location Multi branding Cleanliness environment Competitors Size of the market Claimed market size Jollibee was able to capture 65% of the market share in hamburger market in the Philippines. The JFC reported Php 82 billion by the end of 2011 Based on the annual report of JFC, Jollibee earned Php 50 billion revenue on 2011 Total sales of JFC claiming 65% market share is Php 82 billion. The total market share is Php 126 billion Potential sales volume Local fast food giant Jollibee Foods Corp. grew its 2013 net profit by 24.5 percent year-on-year to P4.64 billion as sales from its restaurant network here and abroad expanded by a double-digit pace. In the fourth quarter alone, JFC’s net profit rose by 20.3 percent year-on-year to P1.52 billion. System-wide retail sales—a measure of consumer sales from company-owned and franchised stores—grew by 13.9 percent in the fourth quarter and by 12.8 percent for the full year, to P28.87 billion and P104.1 billion, respectively. The full-year retail sales growth marked the highest rate of rise in organic sales in six years and allowed JFC to breach the P100-billion mark for the first time, JFC chief operating officer and incoming chief executive officer Ernesto Tanmantiong said in a statement. Apart from growing its sales volume and distribution network, JFC also unlocked higher margins by improving the operating efficiency of its growing store chain. Net income margin for 2013 increased to 5.8 percent from 5.2 percent the previous year. JFC opened a total of 98 stores in the fourth quarter—the highest number opened in a single quarter in the company’s  35-year history. It ended 2013 with an international store network of 2,764, of which 2,181 are in the Philippines. â€Å"Our progress in building the business has been taking place across our brands in different countries. In the years ahead, we look forward to further strengthening our brands and accelerating our profitable growth by keeping our intense focus on the fundamentals of our business for the benefit of our consumers: Superior product quality and taste, value, service, restaurant experience and store locations made possible by an even stronger JFC organization,† Tanmantiong said. For 2014, Jollibee has earmarked P6.3 billion in capital spending. It will be used to open new stores and renovate old ones. The budget is higher than the P4.1 billion capital outlays in 2013, when the company opened 235 new stores. In the fourth quarter of 2013, system-wide sales in the Philippines alone rose by 12.2 percent, while business grew by 19.2 percent in China, 17.2 percent in the United States, and 35.3 percent in Southeast Asia and the Middle East. In Southeast Asia, growth was led by Vietnam, where business rose by 40.2 percent. Same store sales across its global network for the fourth quarter grew by 8-9 percent year-on-year on higher customer traffic and purchases per store. With higher net profit last year, JFC’s return on equity improved to a 15-year high of 21.3 percent from the 18.3 percent seen in 2012. Aside from the flagship Jollibee brand, JFC operates Chowking, Greenwich, Red Ribbon, Mang Inasal and Burger King. In China, it operates the Yonghe King, Hong Zhuang Yuan and San Pin Wang chains. It likewise has a 50-percent stake in the joint venture operating Highlands Coffee (in Vietnam and the Philippines), Pho24 (in Vietnam, Indonesia, Philippines, Hong Kong, Macau and Cambodia) and 12 Sabu (China). d) An assessment of external factors for each market (PEST analysis) The general environment consisting of 6 segments and the analysis of its effects on Jollibee is as shown below. Demographic In the local Philippines context, the million consumers walking into Jollibee’s stores daily represent strong demand for its products. The uniqueness of the geographical landscape of Philippines has also made it a challenge for fast-food companies. Globally, there are many Filipinos workers situated in the overseas market, especially in the United States where there are estimated to be around 2 million Filipino immigrants.  Besides the US, many Filipinos are also situated in parts of Asia such as Hong Kong, Brunei and Indonesia. Not limiting to Filipinos, their stores have also attracted other Asians to eat at their restaurants. Economic The growing economic capabilities of developing countries have attracted major players in the fast food industry to establish their stores there. Likewise for Jollibee, the growing market possibilities in Indonesia for Chinese food enabled Jollibee to venture into the market by introduction of Chowking Brand. The potential China market for fast food also led Jollibee to acquire 85 percent ownership in Yong he King Chain. Sociocultural The social and cultural of each country differs from one another. For example, a Chinese might prefer to have noodles instead of rice in Japan. In our case of Jollibee, the â€Å"langhap-sarap† concept adopted by them may be hugely popular to Filipinos consumers, but this concept may not do so well in global markets. Foreign consumers might not like the traditional taste of Jollibee’s food, as compared to bigger global players such as McDonald. Global The ever changing global landscape is one of the critical factors Jollibee has to consider. As illustrated in the case study, Philippines have seen major global players entering the fast-food market having a take on this pie. Although Jollibee have always been the dominant in this segment, competing in foreign markets seems to be in a different story. Not only they have to penetrate the foreign market with their proven and successful local recipe, they would also have to compete against already established players such as McDonald, Wendy’s and KFC. e) Estimate the costs, risks, financial viability for each market. Papua New Guinea: Raising the Standard In early 1996, at the recommendation of Quality Assurance Manager Gil Salvosa, a local New Guinea entrepreneur in the poultry business approached Tony Kitchner about a Jollibee franchise. He described a country of five million people served by only one poorly managed, 3-store fast-food chain, that had recently broken ties with its Australian chicken restaurant franchise. â€Å"Port Moresby does not have a  single decent place to eat, â€Å"he told Kitchner. He believed Jollibee could raise the quality of service and food enough to take much of the Australian chain’s market share while discouraging further entrants. Although the original plan had been to open just one store in the foreseeable future—in the capital, Port Moresby—Tingzon was certain that the franchisee could only cover the costs of developing the market if he put in at least three or four stores soon after. But he was uncertain whether Papua New Guinea coul d support the 20 stores that he saw as the target critical mass for new markets. (For comparison, in the Philippines, approximately 1,200 fast food outlets competed for the business of 75 million people. GNP per capita in both countries was almost at US$2,500.) Hong Kong: Expanding the Base Also on Tingzon’s plate was a proposal to expand to a fourth store in Hong Kong. The franchise, owned by Jollibee in partnership with local businessmen and managed by Tommy King, TTC’s brother-in-law, opened its first store in September 1996 to instant, overwhelming success. Located near a major transit hub in the Central district, it became a gathering place for Filipino expatriates, primarily domestic workers. However, appealing to the locals had proven more difficult. While volume was high on weekends, when the Filipinos came to Central to socialize, it fell off during the week, when business was primarily from local office workers. Although two more stores in Central had attracted many Filipinos, they both relied extensively on Chinese customers and generated sales of only about one-third of the first outlet. One problem was that, despite strenuous efforts, Jollibee had been unable to hire many local Chinese as crew members. According to one manager, Chinese customers who did not speak English well were worried that they would be embarrassed if they were not understood by the predominantly Philippine and Nepalese counter staff. Another problem was that in a city dominated by McDonald’s, Jollibee’s brand recognition among locals was weak. Working with Henry Shih, the sub-franchisee who owned the second store, Jollibee staffs were trying to help launch a thematic advertising campaign, but due to the Hong Kong operation’s small size, the franchise could not inject sufficient funds. California: Supporting the Settlers Soon after signing his contract, Tingzon had learned of year-old plan to open one Jollibee store per quarter in California starting in the first quarter of 1998.Supporting TTC’s long-held belief that Jollibee could win enormous  prestige and publicity by gaining foothold in the birthplace of fast food, Kitchner had drawn up plans with a group of Manila-based busine ssmen as 40% partners in the venture. Once the company stores were established, they hoped to franchise in California and beyond in 1999.Much of the confidence for this bold expansion plan came from Jollibee’s success in Guam, a territory of the US. Although they initially targeted the 25% of the population of Filipino extraction, management discovered that their menu appealed to other groups of Americans based there. They also found they could adapt the labor-intensive Philippine operating methods by developing different equipment and cooking processes more in keeping with a high labor cost environment. In the words of one International Division veteran, â€Å"In Guam, we learned how to do business in the United States. After succeeding there, we felt we were ready for the mainland. â€Å"The plan called for the first store to be located in Daly City, a community with a large Filipino population but relatively low concentration of fast-food competitors in the San Francisco area. (With more than a million immigrants from the Philippines living in California, most relatively affluent, this state had one of the highest concentrations of Filipino expatriates in the world.) The menu would be transplanted from the Philippines without changes. After initially targeting Filipinos, the plan was to branch out geographically to the San Francisco and San Diego regions, and demographically to appeal to other Asian-American and, eventually, Hispanic-American consumers. The hope was that Jollibee would then expand to all consumers throughout the U.S.Like the expansion strategies in PNG and Hong Kong, this project had momentum behind it, including visible support from Filipino-Americans, strong interest of local investors, and, not least,TTC’s great interest in succeeding in McDonald’s back-yard. f) Rank the opportunities in terms of their viability and likely contribution to the business According to the corporate website, Jollibee International currently has over 50 locations in Brunei, Hong Kong, Vietnam, Saudi Arabia, Qatar, and U.S. There are now a total of 26 Jollibee stores in the U.S. including 9 stores in Northern California, 15 stores in Southern California, one store in Las Vegas, and one store in New York. According to Jollibee’s website, the company has modified its global strategy and stopped international  franchising temporary. The California franchise has been a success. Since opening the first U.S. store in Daly City in 1998, the company has expanded their U.S. presence to a total of 26 stores. The company has the advantage in the California market because there are a lot new immigrants entering the state with 80,000 Filipino migrating per year. Jollibee currently has only one Hong Kong store located in Central, implying that at least two Central stores have been closed since 1998 in addition to the Kowloon district store. Finally, there is no Jollibee presence in Papua New Guinea indicating that efforts to expand to this country were not successful. References: http://www.pinoyinvestor.com/smartinvestor/jollibee-banks-on-franchising-overseas-expansion-to-boost-long-term-earnings-04-aug-2014 http://en.wikipedia.org/wiki/Jollibee http://www.allfreepapers.com/print/Jollibee–Case-Study-Analysis/1794.html http://cdn.intechopen.com/pdfs-wm/12111.pdf http://business.inquirer.net/164038/jollibee-13-profit-up-24-5 http://nhobeelab.weebly.com/industry-analysis.html

Through the Lens Essay

Does a Picture Really Tell A Thousand Words? According to John Berger, photographs from August 6th, 1945, are â€Å"images of hell. † (316) That was the day the US dropped an atomic bomb on Japan, killing countless innocent civilians and severely burning others. In his essay, â€Å"Hiroshima,† Berger faces the idea that our culture has â€Å"abandoned† the â€Å"concept of evil. † (320) Countless pictures seem to be the only thing left of that day, and from Berger’s perspective, the true meaning of that event has been hidden, even though the facts are still in textbooks.The concept of horrific pictures being taken plays an important role in Berger’s thoughts about Hiroshima, because those pictures are what initially sparked his interest. However, the idea of sharing of graphing pictures is called into question by Susan Sontag in her essay, â€Å"Regarding the Pain of Others,† who points out that war photography should have some form of censorship because of the effect it may have on victims or families who have lost their loved ones. While Berger doesn’t seem to promote graphic photography, it seems that from is point of view, pictures such as these make a reality of what otherwise might just become another page in our history books. â€Å"These paintings [by survivors] were shown on Japanese television. Is it conceivable that the BBC would show these pictures on Channel One at a peak hour? † (319) He makes a strong point that American television would never show those pictures without â€Å" reference to ‘political’ and ‘military’ realities† (319) because it was our country that caused such destruction. Sontag almost reinforces this idea by saying that â€Å"the camera brings the viewer close, too close,† (259) but at the ame time contradicts it by implying that war pictures sometimes provide inaccurate information because of new age technology. Cameras and c omputers today have the ability to enhance the main focus, what the photographer wants you to look at, and blur out other details which may change a picture completely. â€Å"The real thing may not be fearsome enough, and therefore needs to be enhanced; or reenacted more convincingly. † (259) This brings out a good point, although cameras used in 1945 wouldn’t have that kind of technology, but they can still be edited today.That being said, a picture can be inaccurate in more ways than one. While the Hiroshima pictures are heartbreaking to look at, Berger fails to address the fact that not all war pictures tell the full story, along with what may have happened before and after the picture was taken, and some may be taken completely out of context. Sontag brings in this idea by talking about a famous picture of a South Vietnamese General shooting a Vietcong suspect, which turned out to be staged. This idea calls Berger’s argument into question, because it is unkn own which pictures are â€Å"real† and which are mainly for ublicity purposes. We don’t know what happened before, after, or even what’s going on outside the frame on a picture just by looking at it. Only the photographer and the people present at that moment know the whole truth. Although Sontag brings in some point that were missed by Berger, Sontag reinforces Berger’s speculation that US television and newspapers only show what the government wants the public to see, and nothing more. She adds that the military promoted â€Å"images that illustrated America’s absolute military superiority over its enemy. † (260) in the Gulf War in 1991.This idea really brings the true motives of our nation out, which is really what Berger’s entire argument is based off of. He tries to make the US look like bullies, killing innocent people to scare their government so that we look like a strong country that defeats the bad guys and protects its citi zens. â€Å"It was not a miscalculation, an error, or the result of a situation deteriorating so rapidly that it gets out of hand. † (319) This quote proves that, from Berger’s perspective, the US purposely caused such an event, which was preplanned , not a defense mechanism.While Sontag doesn’t specify an opinion about why the US only shows pictures that make ourgovernment look good, she does mention that â€Å"the use of cameras at the front for nonmilitary purposes have become much stricter as war has become an activity prosecuted with increasingly exact optical devices for tracking the enemy. † (260) This would explain why we don’t see many pictures of the war going on right now, even though it’s been going on for many years already. Berger aims his focus on Hiroshima alone, while Sontag looks at the big picture of war photography in itself.Sontag would assumingly agree with Berger about the issue of Hiroshima, how horrifying it was and how those pictures play such a big role. At the same time, I think this would further promote her idea that war photography is sometimes too harsh, even though without seeing those pictures, one might not be able to imagine such horror. However, Sontag might not agree with Berger when he says â€Å"the memory of these events should be continually before our eyes. † (320) A lot of pictures should be continually before our eyes, and unfortunately Hiroshima is only an example of events hat would be forgotten without visual aids to remind us. He himself is an example, not interested in the book on his desk until he opened it and was reminded of such an event. But like Sontag says, â€Å"to display the dead, after all, is what the enemy does. † (259) In many third world countries, people see death and sickness all the time. Civilians in places like Iraq and Afghanistan probably see death more than anyone, and we, the enemy, are the ones showing it to them. For us, war pictu res hit too close to home, especially for amilies that have loved ones overseas fighting for our country, but what about people that have to witness it firsthand? They don’t always have a choice. Berger, who is British, calls his friend from America, the one he talks about in the beginning, â€Å"innocent,† saying that she looks at a â€Å"nuclear holocaust without considering its reality. † (321) But in a way, many Americans do that. We could â€Å"google† many kinds of pictures, graphic or not, whenever we feel like it, but do we really think about what it would be like to be there?This is the problem with Sontag’s idea about war photos not being shown; without them, many Americans would probably be even more naive than they already are. If I told you a bomb was dropped on Japan and many people were killed and burned, you would probably feel sympathy, but you would probably go on with your day, as would a lot of people. But seeing pictures, child ren burned, dead bodies, that would make it more real, and that’s why Berger says we should constantly see things like that. Unfortunately, that can’t be publicly shown, especially on television, where verything has to be â€Å"family oriented. † There’s a downside to both arguments: we can’t constantly be reminded of such horrible things like Hiroshima, but we also can’t be completely out of the loop. War photography is a controversial topic, but it’s one that will most likely always be part of life. As long as there’s wars, there will be people trying to expose the events and realities of it. Works Cited Berger, John â€Å"Hiroshima† Fields of Reading, 2010, Bedford/ St. Martin’s Sontag, Susan â€Å"Regarding the Pain of Others† Fields of Reading, 2010, Bedford/ St. Martin’s

Airport Security Essay - 1775 Words

After the devastating terrorist attacks on September 11, 2001, the United States has increased its efforts in protecting its airports. At that time, â€Å"the security scanners already in place in most airports included baggage x-rays, metal detectors, and chemical residue detectors, which help security staff search out illegal items that a passenger might have† (DiLascio). These security scanners unfortunately failed in their job. Since then, the Transportation Security Administration has been keeping American airports safe using the latest technology. Airports have now been fitted with high-tech body scanners rather than the archaic metal detectors that only detect metal objects. During the past few years, individuals have attacked the†¦show more content†¦Ã¢â‚¬Å"‘We are frequently reminded that our enemy is creative and willing to go to great lengths to evade detection,’ the director of the TSA, Kosketz said. ‘TSA utilizes the latest intelli gence to inform the deployment of new technology and procedures, like the pat-down, in order to stay ahead of evolving threats’† (â€Å"Mad as Hell†). After the terrorist attacks the Transportation Security Administration has introduced new and advanced technology, called Backscatter technology, to airports. Before the Backscatter, commonly called a full-body scanner, was introduced into the equation the metal detector was the main instrument in finding illegal objects. However, this tool was only useful in finding metal objects. The Backscatter technology has made the metal detector obsolete because it finds any illegal object or substance that may be concealed under clothes. â€Å"One of the most effective additions to airport security in the United States following the attacks of September 11, 2001, is the full-body scanner. Whereas metal detectors are only useful for locating guns, knives, and metallic weapons, full-body scanners look beneath the clothes, locating weapons and substances that are heavily concealed and not visible under a metal detector† (Auerbach). In order for the Backscatter technology to work, it has to emit a small dose of radiation. This is where the argument about heath risks comes in. â€Å"Backscatter technologyShow MoreRelatedThe Security Of Airport Security Screening997 Words   |  4 Pagesmajor changes made in airport security. 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This report also presents a brief changes that had happened in airports security before terrorists attack on 9th of September 2001. Additionally there is described the recent project- Total Airport Security System (TASS)